TPC 2 CH3 4

Download as docx, pdf, or txt
Download as docx, pdf, or txt
You are on page 1of 15

Republic of the Philippines

NUEVA ECIJA UNIVERSITY OF SCIENCE AND TECHNOLOGY


Cabanatuan City, Nueva Ecija, Philippines

TOUR AND
TRAVEL
MANAGMENT
(TPC 2)

SUBJECT INSTRUCTOR:

ANNA MARGARITA T. DE LEON

Developed for educational purposes onl

1
UNIT III – DESTINATION MANAGEMENT

LEARNING OUTCOMES:
1. Role of DMO
2. Objectives of DMO
3. Characteristics of DMO
4. Tools for destination management

DESTINATION AWARENESS
Destination is the basic component of tourism. Identifying and capturing the essence of
the place is vital for the tourism business to do well. If an attractive place is turned into a
destination, the place generates high revenue from tourism. Today, Destination Management is
an important subject in tourism studies. It focusses on the development and management of
destinations to provide highly satisfying experience to the visitors without hampering the local
culture and environment.

WHAT IS A TOURIST DESTINATION?


A tourist destination can be a city, town, or other area. It is dependent on the revenues
accruing from tourism. It is marketed or markets itself as a place for tourists to visit. It may
contain more than one tourist attractions. For example, Roros, Norway is a destination with the
label of mining town since last 85 years.

HOW CAN A DESTINATION ATTRACT TOURISTS?


A tourist destination has certain characteristics that attract tourists to spend time there. It
can attract tourists for its inherent or exhibited natural or cultural value, historical significance,
flora and fauna, natural or built beauty, offering leisure, adventure and amusement.

The following factors shape the destination appeal:

2
THE FIVE A’S
The following five A’s define the tourist needs and demands:

 Accessibility
It is the ability to reach to a place of destination by opting one or multiple means of
transportation. The transportation should be timely, convenient, inexpensive, and safe. Today
there are various means of transportation like airlines, railways, surface transportation, and
water transportation.
 Accommodation
It is a place where the tourists can avail food and shelter on payment. Today, a wide range of
accommodations are available ranging from a basic budget accommodation to elite class
seven-star hotel suites.
 Attraction
It is a place of interest where tourists visit, typically for its inherent or exhibited, natural or
cultural value, historical significance, or natural or artificial beauty. The attraction creates a
desire to travel to a specific tourist destination. They also offer leisure, comfort, adventure, or
amusement. For example, Paris draws tourists by offering Fashion as attraction.
 Activities
Activities are what the tourists perform for fun and amusement. For example, boating, scuba
diving, canoeing, camel riding, and visiting a place.
 Amenities
Amenities refer to the beneficial services offered to the tourists like visitor information
centers, telecommunications, roads, drinking water, toilet blocks, garbage bins, etc.

TYPES OF TOURIST DESTINATIONS


There are various types of destinations as given below:

 Centered Destination
It is the most common type of tourist destination, where tourists spend most of their time on
occasional excursions to nearby places of attraction. For example, Andaman Island is a
centered destination.
 Base Destination
It refers to that type of destination where tourists need to travel and explore surrounding
region. For example, Sossusvlei Desert Camp of Sesriem is a base destination from where
tourists can explore the nearby desert mountain dunes and Sesriem river canyon.
 Multi-Centre Destination
Here the destination comprises two or more destinations of equal importance. For example,
India is a multi-center destination where each Indian state or region offers different culture,
nature, and culinary experience.

 Touring Destination
3
A touring destination refers to a place to visit as part of linear itinerary.
 Transit Destination
It is a place of a brief halt en-route while the tourists are heading towards the final
destination.
For example, Abu Dhabi is a transit destination where tourists take a short break for going to
Cape Town, South Africa.

WHAT IS DESTINATION MANAGEMENT?


Destination management is a coordinated process, where almost all aspects of a
destination are managed, including marketing efforts, local resources, accommodation, activities,
events, environmental concerns, tourist attractions and transportation. It is usually the
responsibility of a destination management company (DMC).

They adopt a holistic approach to managing tourism for their destination and may offer
additional services, like training. Destination management companies tend to be membership-
based and their members and stakeholders may include governments, community leaders, local
businesses, charities and others involved with travel and tourism.

WHY IS DESTINATION MANAGEMENT IMPORTANT?


Generally speaking, tourism can be extremely beneficial for an area or destination,
bringing more money into the local economy, helping to attract investment from businesses and
allowing existing businesses in the area to thrive. It can help to enrich and revitalize villages,
towns, cities, resorts, regions and countries.

With that being said, tourism can potentially bring downsides too, such as damage to
landscapes, extra pollution, more use of resources and traffic congestion. Tourism management
is, therefore, essential, weighing up pros and cons, looking out for businesses and local residents,
protecting the environment and balancing supply and demand.
Put simply, destination management involves taking the necessary steps to ensure tourism adds
value to a destination.

HOW TO EXECUTE DESTINATION MANAGEMENT


In terms of actually implementing a destination management plan, it is recommended to
break your strategy down into four key steps, which can be defined as follows:

1. Place – What is the Destination?


When considering the issue of place, you need to consider what your destination actually is, how
it can be defined and whether it requires destination management. In many cases, the destination
is obvious, in that it is a city, a state, an island, or even a whole country. However, it could
equally be defined by a mountain range, or a coastline.

4
One destination may be situated within another destination, which can also confuse matters. The
Great Barrier Reef is considered a destination, but so is the state of Queensland and so is the
town of Port Douglas, which both offer access to it. Why you are defining your destination as
you are? Why does it make sense to manage it collectively?

2. People – Who Are the Visitors and Key Partners?


As you think about people, you should ponder who visits your destination and what their
motivation for doing so might be. It may appeal to a number of different demographics, for
different reasons, or it might primarily appeal for a single reason. Where are visitors coming
from? What are they seeking? Are they families, groups or individuals?

You also need to give consideration to who makes up the local community, what their priorities
are, as well as who the key stakeholders and partners from the travel industry are. These potential
destination management partners may include local businesses, transport service providers,
activity centers, tour operators and more.

3. Product – What is On Offer?


Next, you need to be clear on what the destination has to offer tourists and other travellers. What
are they buying? What will their experience be? What can you promise people through your
marketing efforts? Accommodation, activities, attractions and transportation methods can all fall
under the product umbrella.

Does your destination have the ability to provide tourists with a memorable or unique
experience? Is your destination actually delivering this for people right now? If not, why not?
You need to think about where tourists are likely to spend their time and money, and what their
decisions mean for the area a whole.

4. Process – Destination Management in Action


Finally, when thinking about your process, you need to consider how you can actually make sure
the product and experience you are offering connects with the people who will be travelling to
your destination. Essentially, it means identifying precisely what needs to be done to manage the
destination properly, for optimal results.

It is important that this step is done last, because it requires you to have an understanding of the
other components. You need to already know how the place is defined, who the people involved
will be and what the product is. Then you can start to think about the effects of tourism on your
destination, where improvements are needed, and so on.

WHY MANAGE A DESTINATION?

5
Since tourism directly depends on the customer’s experience, collecting and auditing
tourists’ experience is vital. A deep understanding of the destination, the market, and the tourists’
experience can help to target the needs, desires, and expectations of a particular market segment.
The destinations are managed so that they provide excellent memorable experience to the tourists
in terms of accommodations, facilities, amenities, activities, and food with a continuous
upgraded progress thereby increasing the tourists’ influx and generating revenue.

WHAT IS A DESTINATION MARKETING ORGANIZATION?


A destination marketing organization (DMO) is an organization that is expressly
concerned with promoting a destination to tourists, businesses, investors and others. In many
ways, DMOs and DMCs are similar, in that they are made up of a number of stakeholders who
all have a vested interest in the destination successfully appealing to travellers.

Since the tourists are at the destination since they arrive till they leave, the destinations
contribute major portion of enhancing tourism experience. Right from hospitality to a wide range
of services, the provision of excellent experience to the visitors is worked out by united effort of
many organizations. DMO is a collaboration of multiple private and public sector organizations
working together towards a common goal, to promote and market the destination, and to retain
its tourism value all the time.

OBJECTIVES OF DMO
The objectives of DMO are as follows:
 To steer destination development.
 To increase tourism influx.
 To spread the benefits of tourism.
 To reduce tourism impacts on environment and local culture.
 To promote and market the country ultimately for tourism.

The main purpose of a destination marketing organization is to create a broader


marketing strategy, which helps to set your destination apart from the main alternatives. This
may involve, for example, identifying unique selling points and highlighting them, advertising
online and offline, collaborating with influencers, and branding the destination.

HOW CAN A DMO HELP WITH DESTINATION MANAGEMENT?


A key part of destination management involves getting the most out of the local tourism
industry and a destination marketing organization can assist with this by increasing demand to
travel to your destination in the first place. This is achieved by creating a comprehensive
destination marketing strategy.

In addition to promoting the destination, a DMO can provide potential travellers with
valuable information, direct travellers to hotels and other forms of accommodation, provide
6
access to booking platforms and help tourists to plan their itinerary. They can also work with a
DMC, in order to promote the right aspects of the destination, at the right time, to the right
demographic, in order to ensure tourists are adding value to your destination.

DESTINATION MARKETING STRATEGIES


Destination marketing goes hand-in-hand with a destination management strategy,
highlighting to potential travellers the unique selling points and experiences your destination has
to offer them.

Destination management can go a long way towards making sure tourism adds real value
to a destination. By focusing on the ideas of place, people, product and process, it becomes easier
to consider the interests of all stakeholders, adopt a holistic approach, promote your destination
and come up with a coherent management strategy.

DMO PARTNERSHIPS
The DMO partners with various other organizations as:
 Accommodation providers who provide serviced and non-serviced accommodations such
as hotels, bed and breakfast, self-catering establishments, holiday caravans, and camping
sites.
 Attraction managers who provide maintenance of attractions, museums, galleries,
countryside sites, boat trips, and walking tours.
 Food and beverage providers such as restaurants, pubs, and cafes.
 Retail outlets such as specialty and independent shops, and shopping centers.
 Transport operators such as surface and air transport providers.
 Public sector organizations such as state services for availing licenses and permissions.

CHARACTERISTICS OF DMO
Some common characteristics of a DMO are:
 It is an independent, non-profit organization.
7
 It is a membership-based organization comprising public, private, non-profit, and
academic tourism stakeholders from the region.
 It is governed by a board of directors.
 It has diverse set of revenue generation from membership fees, hotel taxes, retail
opportunities, online booking commissions, advertising in publications and websites. It
provides services mostly at zero cost to the end users.

HOW DMO WORKS?


The DMO is completely aware that the experience of the tourists directly drives the
economy. It works with all its capabilities to manage the destination by:
 Establishing a regular communication with the industry through newsletters, business
opinion surveys, marketing opportunities, and annual reports.
 Conducting annual forums to discuss the progress and plans of destination management.
 Conducting topic-specific workshops to discuss key issues.
 Getting feedback on the progress.
 Conducting regular periodic meetings with participating businesses.
 Organizing festivals, lectures, talks, theme holidays, and events.

TOOLS FOR DESTINATION MANAGEMENT


A number of management tools can be used in Destination Management:

 System of Measuring Excellence for Destinations (SMED)


The destination development starts with hiring any UNWTO affiliate organization to
research and come out with the findings about the situation at the destination and its
surroundings. The hired agency conducts observations, surveys, readings, and interviews of
the area and generates reports of the findings. SMED also recommends the necessary
developments and prospective income opportunities at the destination.

 Using Scientific Research


Experts conduct scientific research at the destinations and contribute their findings which can
be a great aid to develop destination by protecting the ecosystem of various places. For
example, banning fishing in some marine area, banning the entry in some reserves to protect
and conserve flora and fauna.

 Monitoring the Destination


The UNWTO conducts annual surveys of businesses, residents, foreign tourists, and
domestic tourists, about their experience and expectations at the destination. It also takes
inputs from local residents and generates reports. The reports then help the local leaders
identify and resolve the problems.

 Public Use Plans (PUP)


8
The information recorded in the reports is then uses to create a Public Use Plan (PUP) for the
destination. A PUP proposes how to manage the torrent of tourists effectively by considering
the volume of traffic, entry fees, protection of sensitive areas, housekeeping efforts and cost
of maintaining the sites, and so on.

STEPS OF DESTINATION DEVELOPMENT


The following steps are observed while developing a destination:

Develop a Vision for the Destination


A vision is an exciting picture of a destination’s desired futures. The vision is intended to
motivate stakeholders to work together to achieve these futures. Vision brings all the
stakeholders together and creates an integrated vision of all the individual visions of the
stakeholders.

The vision works to find a common ground in which each stakeholder plans a part of
their future. Tourism visions describe the style of tourism the destination would like to be
recognized for such as ecotourism, culinary, cruise port, or any other, and the target market for
the destination.

Here are some questions to ask during the visioning:


 How do you see your destination after tourism development?
 What do you want to see happen at the destination?
 How much of what type

It is then followed by destination-wide meeting, gathering the local responses, and drafting the
vision as a mean to start the work of destination development.

Set the Goals for Tourism Development


Set economic, socio-cultural, and environmental goals. Goals are realistic, measurable
targets for the destination’s tourism vision. Tach goal goes hand in hand with the vision. While
setting the practical goals, the following answers are found out:
 How many inbound tourists does the destination want to attract?
 How many jobs, for whom, at what pay scales, and for what seasons?
 What is the anticipated percentage increase of income for local residents?
 How many tourists are too many?

The stakeholders identify the practical aspects of goals, timelines, and the actions needed to
perform to achieve each goal.

Collect Visitors’ Experience


The tourists’ experience can be divided into four phases:
9
 Dreaming of travel: Anticipating holidays or breaks and finding out information of
dreamed destination, Fix the range of destinations.

 Choosing the destination: It takes place under the influence of cost, climate, first-hand
information, internet, and amenities at the destination.
 Visiting the destination: Experiencing the place and Forming of opinions, perception
about the destination. Generating the feelings of satisfaction/dissatisfaction.
 Post-tour phase: The visitors share pictures and experiences with relatives and friends,
recommend to visit or not to visit the destination.

Compile a Visitor Survey


A survey of visitors is then compiled by collecting their profile data through
questionnaires. The particular visitors make market segment. The visitor profiles are created by
recording the following information about visitors:
 Type of visitor
 Demographics (age, mode of travel, group size, nationality)
 Psychographics (values, benefits, desired experience, beliefs, perception about the
destination)
 Spending patterns (daily expenditures, types of purchases made, form of payment,
duration of stay)

Establish a Destination Management System


The responsibility of creating a Destination Management System (DMS) is that of the
destination managers. A DMS is a database for collecting, manipulating, and distributing the
recorded information. It includes the following information:
 Supply inventory and performance of hotels, tour operators, attractions, restaurants, etc.
 Events, festivals, activities, shopping, cycle routes, beautiful spots.
 Visitor profiles.
 Resident survey results.
 Social, economic, and environmental impacts.

The DMS organizes the information to facilitate all the stakeholders of tourism to make
their presence felt on the Internet. It also enables the destination and tourism businesses offer
dynamic tour packages. DMS help DMOs by using Content Management System (CMS) to
support the presence of DMO on web and social media.

Market the Destination on the Internet


In present times, people have indisputable accessibility to information on various
websites. It is very important to for a tourist destination to mark its presence on the internet. Easy
to navigate, clear website with high quality photographs of the destination and simple yet
10
exceptional content can market any tourist destination effectively. By visiting these E-
destinations, the tourists get a fair idea about what to expect and what they are going to
experience.

Brand the Destination


Destination branding is nothing but describing the visitors’ experience in terms of
facilities, amenities, attractions, activities, and other resources to the people to turn them into the
tourists.
A strong destination brand creates an image about the destination, modifies peoples’ perception
about a place, influences decision-making, and delivers a memorable experience.

UNIT IV – THE PHILIPPINE TOURISM INDUSTRY

LEARNING OUTCOMES:
1. Role and Responsibility of DOT 11
2. Duties and responsibilities of tourism in the Philippines
3. Understand the different government agencies and tourism organizations
WHAT IS THE MANDATE OF THE DEPARTMENT OF TOURISM (DOT)?
The DOT is the primary planning, programming, coordinating, implementing and regulatory
government agency in the development and promotion of the tourism industry, both domestic
and international, in coordination with attached agencies and other government instrumentalities.
It shall instill in the Filipino the industry’s fundamental importance in the generation of
employment, investment and foreign exchange.

The primary government agency charged with the responsibility to


– encourage, promote, and develop tourism as a major socioeconomic activity
– generate foreign currency and employment
– spread the benefits of tourism to a wider segment of the population
– assure the safe, convenient, enjoyable stay and travel of foreign and local tourists in
the country

WHAT ARE SOME OF DOT’S POWERS AND FUNCTIONS?


The DOT shall prepare a market development program to attract people to visit the Philippines
and enhance the prestige of the country and the Filipino people in the international community. It
shall also represent the government in all domestic and international conferences and fora, and in
all multilateral or bilateral treaties and international agreements concerning tourism.

WHAT IS THE STRUCTURE OF DOT?


The DOT shall consist of the Department Proper (Offices of the Secretary, Undersecretaries and
Assistant Secretaries), Department Offices, Services and Unit, and the Regional and Foreign
Offices. The Department Offices are:

1. Office of Product Development. – Functions include the conceptualization and development


of new products which will enhance tourism sites and facilities, and encouraging joint

12
undertakings with the private sector for the development of new tourism-related products and
programs.
2. Office of Tourism Development Planning, Research and Information Management. –
Tasked with the preparation, formulation monitoring and evaluation of policies, plans and
programs of the DOT, including the National Tourism Development Plan. It is also tasked
with sourcing of grants or loans from local and foreign funding institutions to implement
tourism policies, plans and projects, as well as pursuing DOT’s interests in multilateral,
international, and regional tourism cooperation, agreements and treaties.
3. Office of Industry Manpower Development. – It is tasked, among others, of conducting
seminars on Philippine history, culture, environment and related subjects, in coordination
with appropriate government agencies and the private sector, as well as encouraging the
development of training courses and apprenticeship programs for tourist guides and other
similar workers jointly with concerned tourism enterprises, appropriate government agencies
and the private sector.
4. Office of Tourism Standards and Regulations. – Tasked with formulating and enforcing
internationally competitive standards of facilities and services.
5. Office of Tourism Coordination. – Tasked to increase linkages between various government
offices and the private sector and among the various entities in the private sector itself to
properly implement tourism policy, including the function of supporting the private sector in
all tourism activities requiring governmental coordination.
6. Office of Tourism Resource Generation. – This office is tasked with the collection of
necessary fees and charges which shall be used by the DOT in the promotion and marketing
efforts of the Tourism Promotions Board (TPB ) and the development of infrastructure
facilities, utilities and services of the Tourism Infrastructure and Enterprise Zone Authority
(TIEZA). The proceeds of such collection shall accrue directly and automatically to the DOT.

WHAT IS THE TOURISM DEVELOPMENT FUND?


This is a special fund created under this law, to be disbursed and administered by the DOT. It
shall be used for the development, promotion and marketing of tourism and other projects of the
DOT that will boost tourism in the country. The Fund shall be sourced from the fees and charges
which will be collected by the DOT. A special account shall be established for this Fund in the
National Treasury.

WHAT AGENCIES AND CORPORATIONS ARE ATTACHED TO THE DOT?


The following shall be attached to the DOT and shall be under the supervision of the Secretary
for program and policy coordination:

1. Tourism Promotions Board (TPB)


 TPB, formerly Philippine Convention and Visitors Corporation (PCVC), is a corporate
body created under RA No. 9593, which shall have an authorized capital of P250 million
fully subscribed by the National Government
13
 It is under the supervision of the DOT Secretary and attached to the DOT for purposes of
program and policy coordination
 TPB shall formulate and implement an integrated domestic and international promotions
and marketing program for DOT
2. Tourism Infrastructure and Enterprise Zone Authority (TIEZA)
 TIEZA, formerly known as Philippine Tourism Authority (PTA), is a corporate body
tasked to designate, regulate, and supervise the Tourism Enterprise Zones (TEZs) as well
as develop, manage, and supervise tourism infrastructure projects in one country, with the
primary objective of encouraging investment in TEZs

3. Duty-Free Philippines Corporation (DFPC)


 It shall be a body corporate to operate the duty-and tax-free merchandising system in the
Philippines to augment the service facilities for tourists and to generate foreign exchange
and revenue for the government. The Duty Free Philippines shall be reorganized to
become the DFPC.

4. Intramuros Administration (IA)


 Established in 1979 by virtue of Presidential Decree (PD) No. 1616 signed by President
Ferdinand Marcos on April 10, 1979
 Responsible for the orderly restoration and development of Intramuros as a monument to
the Hispanic period of our history; it shall ensure that the general appearance of
Intramuros shall conform to Philippine-Spanish architecture of the 16th to 19th century

5. National Parks Development Committee (NPDC)


 A government agency that is tasked to oversee national parks in the Philippines
 It was established primarily for the purpose of developing and maintaining national parks
specifically the Rizal Park or Luneta, Paco Park, the Pook ni Maria Makiling, and
Burnhan Park
 Established on January 14, 1963 by Executive Order No. 30 for the development of the
Quezon Memorial Circle, Luneta, and other National Parks
 To provide fully developed and well maintained parks for the Filipinos’ wholesome
recreation and sociocultural education

6. Nayong Pilipino Foundation (NPF)


 The NPF was attached to the DOT in 1991 by virtue of E.O. No. 497
 The only tourist complex showcasing the many primary attractions and scenic places in
the Philippines
 It is a major administrative and operational concern of the agency to keep its facilities
and surrounding in the best condition

7. Philippine Retirement Authority (PRA)


14
 The Philippine Retirement Authority (PRA) is a government owned and controlled
corporation created by virtue of Executive Order No. 1037, signed by former President
Ferdinand E. Marcos on 04 July 1985. On 31 August 2001, through Executive Order No.
26, the control and supervision of PRA was transferred to the Board of Investments
(BOI) – Department of Trade and Industry from the Office of the President.
 On 12 May 2009, Republic Act No. 9593, otherwise known as Tourism Act of 2009, PRA
became an attached agency of the Department of Tourism and placed under the
supervision of the Secretary.
 PRA is mandated to develop and promote the Philippines as retirement haven as a means
of accelerating the social and economic development of the country, strengthening its
foreign exchange position at the same time providing further best quality of life to the
targeted retirees in a most attractive package.

8. Philippine Commission on Sports Scuba Diving


 Undertake measures to provide the standard basic dive rules to all levels or kinds of
divers, regulate scuba sports and technical diving in the country and ensure the safety of
the sport through the formulation of policies pursuant thereto, in coordination with the
Office of Tourism Standards and Regulations, including the regulation of the accredited
scuba sports and technical diving establishments.

TOURISM INFRASTRUCTURE PROGRAM


The DOT, in accordance with the National Tourism Development Plan and local
government initiatives, shall coordinate with the Department of Public Works and Highways
(DPWH) and the Department of Transportation and Communications (DOTC) in the
establishment of a tourism infrastructure program in the respective work programs of said
agencies, identifying therein vital access roads, airports, seaports and other infrastructure
requirement in identified tourism areas. The said agencies and the Department of Budget and
Management (DBM) shall accord priority status to the funding of this tourism infrastructure
program.

15

You might also like