TOURISM DESTINATION MANGEMENT

Tourism Destination Management Bournemouth Performance

Tourism Destination Management Bournemouth Performance

Tourism Destination Management focuses on the comparative advantage and competitive positioning of tourist destinations enhanced by their commitment to sustainable development principles and practices. Emphasis is placed on minimizing the negative impacts of tourism and preserving cultural and natural resources, while optimizing tourism's overall contribution to economic development in host communities.

Over the last decade, as far as travel and tourism is concerned, the roles and responsibilities of governments as well the private sector and civil society have been significantly altered. According to the UN World Tourism Organization, the current trend in almost all regions of the world is toward semi-public autonomous tourism organizations involving a partnership with the private sector and governmental authorities. Most importantly, the global trend towards decentralization of governance has created a need for new, flexible public-private sector approaches involving key stakeholders in order to enhance a local destination's attractiveness, marketability, sustainability, service quality and overall competitiveness(Agarwal , 2007).

The fast changes of the tourism markets make it necessary to adapt destination management organisations, their functions and financing. The study tries to apply the Richie and crouch model for an optimal, efficient destination management system, for Bournemouth's in the United Kingdom, especially to cope with the problem of limiting the necessary government influence and transfer as many decisions as possible to the individual private entrepreneurs. In this model the two tasks of destination management organizations (Fyall 2009) — product development and marketing — are separated and are financed by two different taxes or levies, which are necessary for the function of producing public goods on the one side and internalizing external effects on the other side. The distribution of the levy payments to the different purposes is left to a large extent to the free choice of the individual levy-payer, the entreprises profiting from tourism. This will induce a competition process between different destination management organisations to find the most efficient system.

How tourism destinations become, maintain, protect, or strengthen their competitive positions in an increasingly competitive and global marketplace is a challenge that has risen to prominence in the tourism industry. This challenge is characterised by a number of significant complexities. The first of these is that a tourism destination, by its nature, is very different from most commercially competitive products. The product of the tourism sector is an experience that is delivered by Bournemouth to its visitors. This experience is produced not by a single firm but by all players, which impact the visitor experience; namely, tourism enterprises (such as hotels, restaurants, airlines, tour operators, etc.), other supporting industries and organisations (such as the arts, entertainment, sports, recreation, etc.), destination management organisations (whether private, public or private/public partnerships), the public sector (which provides public goods that serve tourists, such as roads, general infrastructure, etc. as well as government tourism departments or agencies), local residents, and other publics(Augustyn, 2000).

The multiplicity of players involved in the supply and delivery of tourism services, and therefore the experience of the visitor, ...