Destination Management: Module 6 Part 1

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Destination Management: Module 6 Part 1

81問 • 1年前-Reviewed well

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traveler taking a trip to a main destination outside his/her usual environment, for less than a year, for any main purposes (business, leisure or other personal purpose) other than to be employed by a resident entity in the country of place visited (IRTS 2008, 2.9).

visitor according to UNTWO

domestic inbound or outbound

visitor

his/her trip includes an overnight stayhis/her trip includes an overnight stay

overnight visitor

same day visitor

excurtionist

defined as the collaboration of the related people in order to attain the goal of efficient use of the resources against the changing environmental conditions (Duzgunes, E., & Demirel O., 2016)

management

defined as the collaboration of the related people in order to attain the goal of efficient use of the resources against the changing environmental conditions (Duzgunes, E., & Demirel O., 2016).

management

practiced, explicitly and implicitly, within every destination, at every attraction, accommodation and tourism transport option. It considers such different issues as tourist facilities, gateways and orientation, transport routes and visitor flows, guiding and interpretation (Albrecht, 2017).

visitor management

(organization) in tourism is an essential aspect of destination planning. The _______ plays a vital part in protecting the ecological sustainability of protected areas, providing funding and business opportunities and enabling visitors to obtain worthwhile experiences from their visit

PATA visitor management

according to PATA there are two ways to achieved visitor management

park agency managing destination, park agency working with the tourism industry

varied range of stakeholders

local government agencies or regional tourism organizations. business or business advocacy groups local resident groups and non-governmental third sector organizations

can be subject to legal regulations or statutory frameworks, for example are the activities in protected areas, risk management, or visitor management in

UNESCO world heritage sites

unregulated vm

vm interventions

different visitor management strategies

zoning user pays managing access and development campsite planning and management spatial seperation and removal of certain activities.

can be subject to legal regulations or statutory frameworks, for example are the activities in protected areas, risk management, or visitor management in

UNESCO world heritage site

different visitor management strategies

zoning user pays managing access and development campsite planning and management spatial seperation and removal of certain activities

Managing tourism destination in a sustainable way requires both a long-term perspective and careful consideration of the many ways in which tourist activities and environment interrelated. What is needed is a systematic approach and tool kit for planning in order to provide the necessary resources for visitor management.

visitor management and its importance

different visitor management strategies aim to limit to negative impact of tourism and tourist activities

1. Protecting the destination- specific sites and local population; 2. Ensuring that the tourist is offered a quality experience.

wide range of pressures

overcrowding influence tourist behavior general damage zoning reduce traffic-related problem lack of parking space

management plan that lets visitors gain quality experiences with sustainable environmental attitude, and that tries to realize visitor satisfaction about different experiences along with sustaining the qualities of the environment.

visitor management

Visitor management is a management plan that lets visitors gain quality experiences with sustainable environmental attitude, and that tries to realize visitor satisfaction about different experiences along with sustaining the qualities of the environment. Impacts caused by utilization of visitors can be minimized through this management strategy, which has been developed based on

carrying capacity

defines as level of tourist activity an area can sustain without lasting economic, social or environmental impacts, or without reducing the quality of the visitor experience (Richardson & Fluker, 2004 as cited by Inkson and Minnaert, 2012).

carrying capacity

maximum number of people that may visit a tourist destination at the same time, without causing destruction of the physical, economic, socio-cultural environment and an unacceptable decrease in the quality of visitor satisfaction”

carrying capacity according to untwo

types of carrying capacity

physical ecological social psychological/perceptual economic

the maximum number of visitors that can be physically accommodated on site. the maximum number of visitors that can be physically accommodated on site.

physical

the number of visitors an attraction or destination can sustain before unacceptable or irreparable damage is done to its ecological resources.

ecological

the number of visitors an attraction or destination can sustain before the tolerance of the host community is surpassed.

social

the number of visitors an attraction or destination can sustain before the visitor experience declines for the majority of visitors.

psychological/perceptual

the number of visitors an attraction or destination can sustain before the visitor experience declines for the majority of visitors.

psychological/perceptual

the number of visitors an attraction or destination can sustain before other desirable economic activities are squeezed out. Refers to the dependency of certain destinations on tourism.

economic

useful techniques (of carrying capacity)

1. Simple analysis and mapping of tourism flows between origin and destination countries. 2. Study their activity patterns (what they do when, where, for how long they stay and the variation according to market segment

is usually the higher number. The physical carrying capacity of a tourist resource is the maximum use of the resource that can take place by tourists, before the resource begins to be unacceptably degraded.

physical carrying capacity

of a tourist resource is the maximum use level that can take place without causing unacceptable damage to the natural environment of the resource.

ecological carrying capacity

refers to the maximum use of a tourist resource that can take place, without causing unacceptable levels of local negative feeling towards tourism.

social carrying capacity

is a measurement of tourist’s perceived level of carrying capacity in a tourist resource, beyond which tourists perceive the resource as over-crowded.

perceptual carrying capacity

is a measurement of tourist’s perceived level of carrying capacity in a tourist resource, beyond which tourists perceive the resource as over-crowded.

perceptual carrying capacity

focuses, not on the needs and characteristics of the destination, but on the needs of the visitors, and the quality of their experience.

psychological carrying capacity

focuses, not on the needs and characteristics of the destination, but on the needs of the visitors, and the quality of their experience.

psychological carrying capacity

of a tourist resource is the maximum use if the resource that can take place by tourists before leading to an unacceptable level of economic dependency on tourism in the area of the resource.

economic carrying capacity

including those set out above are dependent on firstly setting out the variable that is measured and then, secondly, defining what level of change in that variable is acceptable. Taking this approach leads to a proliferation of carrying capacities for any given tourism resource and associated problems of what is acceptable in terms of change in that area, and to whom.

all measure carrying capacity

measures aspire to provide objective scientific measurements, in practice they are reliant on a number of subjective judgments. One possible approach may to broaden the concept of carrying capacity from number of tourism types and their activity patterns.

quantitative carrying capacity

in the management of a tourism destination can involve visitor management techniques such as improving signage and managing tourism flows on a site, as well as using reservation and booking systems. It can also be implemented at more strategic levels through policy and regulations that relate to tourism development (Kennell, 2014).

implementation of carrying capacity

Is describe as working towards ‘ continuous improvement, never being satisfied with what the organization is delivering, and striving to do better to meet customers’ needs’.

quality management

A good visitor management policy is able to combine respect both interests. Visitor management is aimed at meeting not only the needs of the destinations but also those of the

Visitors

The main tourism product is

destination

The main tourism product is Destination. Many of these destination components offer tangible product that can be assessed on quality, as well as a service.

product quality

Product Quality aspects

functionality appearance

Product can be seen as lacking in quality when they are not functional. when they do not do what customer’s expect them to do ( e.g. guest’s expect for a comfortable sleep but if the hotel air conditioning is too loud, then this expectation will not be fulfilled.

functionality

customers may also expect that the product to be free from blemishes, example a tourist may expect a meal that looks appetizing or a beach that is not littered. If their expectations are not met, this is called a ‘quality defect’

appearance

3 government task force of managing visitors by UK

controlling number of visitors modifying visitor behavior adapting the resource in ways to cope volume of visitors, hence become less damaged

threshold levels at which the ambiance and character of the place is damaged and the quality of the experience is threatened. These are as follows:

level above which physical damage occurs level above which irreversible damage occurs level above the local community suffers unacceptable side-effects

Destinations aim to provide tourist with quality and enjoyable experiences, particular attention should be paid to the quality of the service provision.

service quality

The basic principle is often that ‘customer perceptions should be equal or exceed customer expectations for them to be satisfied with the service provided.

service quality

The basic principle is often that ‘customer perceptions should be equal or exceed customer expectations for them to be satisfied with the service provided.

service quality

Visitor management develops and adapts many of the principles and practices used in tourism both in outdoor recreation and leisure areas. There are two measures which are usually used;

hard measures soft measures

which are place extensive and place permanent restrictions on visitors activity, and;

hard measures

which involve improving marketing, interpretation, planning and visitor coordination. which involve improving marketing, interpretation, planning and visitor coordination.

soft measures

which involve improving marketing, interpretation, planning and visitor coordination.

soft measures

different Techniques are combined to effectively address the problems caused by intense visitation: (7)

increasing capacity making capacity more flexible site hardening restrict/forbidding access de-marketing charging/pricing quota systems and timed entry queue management education and interpretation

in some cases the negative impacts of intensive visitation can be limited by increasing the capacity of an attraction. Ex: adding more lavatories or catering facilities to reduce long queues (long queues often impact visitor experience negatively). To avoid this add more facilities. However it may not be suitable for Historic Buildings to add a modern day extension.

increasing capacity

example of techniques include: extending opening hours; increasing staff levels; opening additional areas for facilities such as cafes at peak time.

making capacity more flexibility

it is used to protect vulnerable natural environments such as natural parks, from the negative effects of tourism. Ex: contradicting a well-designed trail or recreation site, wood or pavement and add fencing to keep visitors from trampling sensitive off-trail environments

site hardening

this may be difficult to achieve particularly in natural parks but some implemented it. this may be difficult to achieve particularly in natural parks but some implemented it.

restricting/forbidding access

is used to describe a form of marketing that reduces the demand of visitors to be more in line with supply by raising prices or reducing advertising.

de-marketing

destinations and attractions that aim to improve visitor flows and reduce the negative impacts of overcrowding can charge fees or increase prices to reduce demand at certain times of the day, week, or year.

charging/pricing

quota systems refer to the setting of visitors quotas, either daily or ver a shorter period of time, that cannot be surpassed.

quota systems and timed-entry

Queues are often linked to tourism experience: attractions, theme parks, airports and tool booths are examples of tourism setting where queuing often occurs. When this takes a long time or happens often, it can spoil the tourist’s experience considerably.

queue management

Interpretation’ in the context of visitor management refers to the communication process that helps visitors understand the meaning of attractions, exhibits, and heritage.

Education and Interpretation

is one of the key factors of the success of the industry because it made tourism products efficiently available to wider and bigger consumer groups encompassing all geographical barriers.

innovation and technology advancements

helped tourism to stimulate the broader socio-economic conditions for travel, increased productivity and relieves workers from mundane tasks, enables the movement of traveler, used extensively in the production and delivery of goods and services and most especially, it has provided easy access to travel information. helped tourism to stimulate the broader socio-economic conditions for travel, increased productivity and relieves workers from mundane tasks, enables the movement of traveler, used extensively in the production and delivery of goods and services and most especially, it has provided easy access to travel information.

technology

Figure 1 : Technology-enable experience hieararchy

4 conventional experiences 3 technology enchaned experiences 2 technology assisted experiences 1 conventional experiences

level of technology : conventional experiences

low technology

level of technology: technology assisted experiences

non interactive web 1.0 technology

level of technology: technology-enchanced experience

interactive web 2.0

level of technology: technology empowered experiences

interactive, immersive, pervasive technology

______can also be the focus of the experience of the visitors. Some scholars stated that ______ is part of staging tourism experience and can contribute to efficiently manage the visitors.

technology

refers to when tourist walk on certain areas (usually in more fragile natural areas), damaging vegetation and preventing nature from naturally recuperating

trampling

refers to tourists touching historic artifacts, buildings or plants, and thus causing damage to them. refers to tourists touching historic artifacts, buildings or plants, and thus causing damage to them.

handling

can cause damage because visitors, just by being there and breathing, can change the temperature and the humidity levels that support the conservation of the attraction or resource.

humidity and temperature

is used to describe tourist taking home elements of a historic or natural attraction as souvenirs.

pilfering

stated that the visitor management in tourism is an essential aspect of destination planning. The visitor management plays a vital part in protecting the ecological sustainability of protected areas, providing funding and business opportunities and enabling visitors to obtain worthwhile experiences from their visit (retrieved from PATA website, 2021).

Pacific Asia Travel Association

DM Module 6 Part 1 - Management of Visitors

Saint Thomas Aquinas! · 39問 · 1年前

DM Module 6 Part 1 - Management of Visitors