TOURISM DESTINATION

Tourism Destination



Table of Contents

Tourism Destination3

Introduction3

Discussion3

Destination Management Approach4

Recommendations12

Conclusion13

References15

Bibliography16

Tourism Destination

Introduction

Managing tourism destinations is an important part of controlling tourism's environmental impacts. Destination management can include land use planning, business permits and zoning controls, environmental and other regulations, business association initiatives, and a host of other techniques to shape the development and daily operation of tourism-related activities.

Q.1 identify two emerging tourism worldwide destination and explore their main physical,social and cultural features?

Cyprus is the third largest island in the Mediterranean Sea, situated in a prime position for the tourism industry to thrive. "Tourism is arguably the most important industry in Cyprus. Its activities affect Cypriot society in many different ways and impact greatly upon the social, economic and cultural life of the island." (British Council website) These impacts on economic, social and environmental aspects of the country are not solely positive, and it is therefore necessary to study the negative effects that tourism has on these areas.

In Cyprus, hospitality forms an integral part of the culture, with the local citizens having a welcoming nature toward all tourists. Such is Cyprus' heritage and strong culture, many tourists who visit, mainly from Britain, enjoy this attitude and are willing to embrace it. In certain areas, such as Ayia Napa, however, the influx of large numbers of tourists has influenced social behavior and social values, and caused a certain amount of antagonism. What has predominantly affected this is the difference in the type of tourist visiting Cyprus. Visitors to Ayia Napa, usually travel on "18-30" style holidays, and are less concerned with accepting local customs, and more anxious to find the local pub or club.

Q.2 Identify and analyse how the positioning of at least two tourism destinations in Europe or North America, that may match those Puja's market segment.

Participating governance structures led by local authorities in Puja, with the involvement of local NGOs, community and indigenous representatives, academia, and local chambers of commerce, make up what are known as "Destination Management Organizations" (DMOs). Often in Puja DMOs take the form of local tourism boards, councils, or development organizations. The network of local tourism businesses (hotels, attractions, transportation services, service providers such as guides and equipment rentals, restaurants, etc.) are also a significant part of a destination. This vicious circle is well known to all stakeholders of the tourism indus-try, but implementing meaningful change has proven difficult because of three types of resistance: politico-economic resistance (from policymakers in regions and countries that rely heavily on tourism as a source of income), commercial resistance (from the tourism industry itself), and sociocultural resistance (from tourists who are not ready to change their behavior).

Several factors account for the considerable development of tourism since World War II: growing affluence, longer holidays, cheaper transportation, the availability of preorganized packaged tours, and the development of an industry catering both to mass tourists and to independent travellers. The subsequent increase in demand has resulted in an exponential rise in visitor numbers, both domestically (within countries) and internationally (especially from developed countries to ...