BANGLADESH TOURISM FOUNDATION

BANGLADESH TOURISM FOUNDATION YEAR BANGLADESH TOURISM FOUNDATION YEAR BANGLADESH TOURISM FOUNDATION YEAR LONG CAMPAIGN PROGRAMLONG CAMPAIGN PROGRAMLONG CAMPAIGN PROGRAM

A strategic Partnership with Ministry of Civil Aviation & Tourism

Bangladesh Everywhere U go Land Natural Treasure Trove is awaiting to mesmerize U

Context

The Program Overview

Part 1 Destination Identification & Survey

Part 2 Visitor Information Collection process & Evaluation

Part 3 Based on Part 1 & 2 Branding of Bangladesh and its Tourist Destination, Year long Campaign and Promotion Program showcasing the targeted destination to the global audience

Sunny Side of unspoiled natural beauty

INTRODUCTION

The globalization processes in tourism, the fast and constant change of the tourist market, the more intensive com-petition between the tourist areas require faster and more flexible changes, reactions on behalf of the macro- and microenvironment of tourism. That is the reason why the current management and operation process of tourism require some changes, they need to be renewed. The present structure of tourism management and opera-tion get revaluated, it is replaced by the modern tourism management and operation system, the regional and organizational system of destination management. Destination management means the current practice of complex and integrated planning and operation of tourism with the difference that „the principle of re-gional concentration” – as one of the important means of the regional competitiveness –, and the regional co op-erations operating more consciously and reasonably are getting a more significant role in reconsidering the system of tourism in a more modern form. The principle of complexity is emphasised differently, which is meaning on the one hand the more effective use of the connection possibilities of tourism to other branches, on the other hand the more intensive development of the background infrastructure supporting tourism beside the tourist infra- and superstructure is taken for granted as well. The basic principles of the competitive developments are the sustainability and the innovative way of looking.

Present publication is referring to the development of the above complex system’s being reasonable, it is mentioning the characteristics of tourism destination and of the tourist destination management, their places in the system of tourism and is dealing with the operation of the tourist value chain. At the same time the article is explaining the connection between tourist product and tourist destination and the behaviour of destinations as well, which is influencing the duties of the destination management organisations.

It is well understood that travel and tourism sector creates more jobs per million Taka of investment than any other sector of the economy. In order to give greater impetus to the development and promotion of tourism in Bangladesh, the Government has taken various steps to stimulate investment in tourism sector and to encourage Local Govern-ments to develop unique tourism products. On the same lines of action, Ministry of Tourism (MoT) has evolved two schemes viz; (i) Destination Tourism Development Scheme and (ii) Circuit Tourism Development Scheme, for tour-ism infrastructure /product development in various states. Till present, both schemes have been merged into one and various projects have been sanctioned and implemented under the same. Bangladesh Tourism Foundation has been established to uphold the tourism sector of Bangladesh and cater all the needs that has been felt by the stakeholders and recipiants of these sector to create it as a booming industry.

Government Of Bangladesh (GOB) desired that these schemes may be get evaluated so that necessary modifications, if required, may be made in the schemes while continuing the schemes during the next five year plan. The Ministry of Tourism (MoI), Government of Bangladesh, therefore, decided to evaluate these two schemes through a consultant by selecting a sample of projects sanctioned and completed under these schemes.

In view of the above, Ministry of Tourism (MoT), commissioned, Bangladesh Tourism Foundation to continue a detailed study of surveying Destinations of Bangladesh, getting information about tourist an above all Branding and Marketing Bangladesh as next most lucrative tourist destination in Asia.

OBJECTIVES AND SCOPE OF WORK

The main objective of the project is to evaluate the scheme of financial assistance to States for development of tourism in Circuits/Destinations, as also a sample of projects sanctioned to the State Governments.

The Scope of the work of this study is as follows:

To evaluate the impact of scheme, particularly on

Tourist arrivals

Creation of infrastructure like accommodation units, travel agencies, guides services, etc.

Employment generation

Income creation, socio-economic upliftment of local people

Overall development of the area

To evaluate the system of maintenance of various facilities created at the circuit /destination, and its sustainability

To get the perception, experience and expectations of tourists, both foreign and domestic, about the circuit / destina-tion, and the facilities

To make recommendations, in the context of the findings that flow from the project for making modifications in the scheme of providing financial assistance.

TOURISM SCHEMES

Circuit Tourism Development Scheme

Under the scheme of integrated development of Tourist Circuits to improve existing products and developing new products of international standards in identified circuit, funds to a maximum of BDT. 8 crore will be made available from different private sector stakeholders and organization from their CSR funds and will be made available to the BTF for implementation based on the project proposals. Basically, a circuit consists of a minimum of ten destinations. The objective of the scheme is to provide all infrastructure facilities required by the tourists within the identified cir-cuits.

Destination Tourism Development Scheme

Under Destination Development Scheme focus is to improve existing tourism products and developing new ones to international standards in identified destinations. Funds to a maximum of BDT 5 crore per destination are made availa-ble to BTF for implementation of different marketing and showcase year round programs based on the project pro-posals. Activities carried out are similar to those included in the Development of Tourism Circuits scheme.

Modification in Scheme for Development of Circuit/Destination

At present, the two schemes (for development of circuit and destination) are merged into one, however, the allocated funds i.e. BDT. 8 crore for circuit and BDT. 5 crore for destination, are remained same. With a view to meet the req-uisite level of investment in major destination/circuit, the allocated funds have been increased to BDT. 25 crore/ BDT. 50 crore respectively with government if the first two phases of the program in next two year is succeeded respectful-ly . The permissible components for the both are remained same.

EVALUATION OF IDENTIFIED SAMPLE TOURISM PROJECTS

Evaluation of Identified Circuits in 64 districs:

BTF will collect data related to all sample tourism projects in 6 division’s through primary and secondary sources. As per pre-defined work schedule, the survey teams of the BTF personnel’s will be deployed in all the districts and they approached all concerned departments of the local governments including district tourism departments to collect infor-mation related to the sample tourism projects, attractions, possible infrastructure, current facilities, facilities can be de-veloped or require and their sites. During their site visits, survey team held discussions with tourists, tour & travel operators and local persons of those areas that come into influence of the sample project in that region of the districts. The survey teams visiting the site of sample projects acquired a complete understating of the site and tourism scenario, on going tourism activities and related developments in and around the project site. This exercise helped in under-standing about the present status of the sample project in the identified destination / circuit in the states.

Evaluation of additional 8 sample Tourism Projects:

After reviewing the successful completion of study of 64 sample projects, the MoT with BTF will select most valuable projects which will be highlighted through the first stage of Branding program and will keep the option open to carry on same study for a few major projects under the circuits and destinations.

After collection of the data including maps, site photographs, videos,various statistics available like flow of tourists etc. with respect to each sample project site, BTF Personnel will comply all information as per each district sequentially. In view of the assessment of impacts of sample tourism products / infrastructure in each destination / circuit of that re-gion, a comprehensive analysis has been carried out under the following important heads, subject to availability of data:

Tourist Inflow: it represents the number of tourists visiting the site of the project

Employment Generation: creation of jobs directly and indirectly in influencing area of a tourism project

Sustainability: generate revenue on its own to sustain its own operation and maintenance

Other supporting infrastructure: development activities in vicinity of the project site due to influence and other necessi-ty of the project

EVALUATION OF EXISTING TOURISM SCHEME

Tourism Scheme and its Applicability

In view of overall impact of sample projects on tourism of their respective region and level of effective functioning of them, the existing tourism scheme is reviewed. It is observed that the scheme for development of circuit/destination does not emphasis on the following aspects:

1. Site selection of Tourist Products /Infrastructure

This scheme provides details of admissible components but does not highlights criteria for selection of location of the project, identification of supplementary infrastructure of the existing tourism product/infrastructure etc.

2. Size and Scale of Tourist Products /Infrastructure

There are no defined criteria for any identified tourism project / infrastructure to determine/fix the size and scale of it accordingly.

3. Sustainability of the Projects

Self-sustainability of any tourism products / infrastructure is a very important aspect to keep the tourism activity of the region alive. The scheme does not reflect any such guidelines to adhere to selection of the tourism projects in order to keep them self-sustainable.

4. Maintenance

The scheme does not state any conditional provisions for maintenance/up-keeping of the projects implemented under the same. Moreover, time limit to keep the tourism products / infrastructure in functioning condition is also not sug-gested.

5. Marketing Strategy

None of the guidelines for marketing or advertisement of the tourism products / infrastructure are mentioned under the scheme.

In view of the overall inferences of sample Tourism Products with respect to the scheme, the Personnel will derive following issues BFT for identification and implementation of the projects. These issues need more attention/emphasis at level of policy formulation for the scheme: Need of market demand assessment to determine the preferences of stake-holders including tourists for types of tourism products, size and scale of projects and any other value addition.

Assessment of availability of existing infrastructure at the site like water supply, power accessibility and mode of trans-portation.

Need of formulating institutional governance policy for operation & maintenance and accountability for the proposed project.

Need of financial viability of the project.

Need to formulate marketing strategy.

Need for up-gradation of skill of man-power involved in tourism industry.

RECOMMENDATIONS FOR TOURISM SCHEME

After reviewing the scheme, assessing the impacts of sample projects on tourism and society and identifying the issues in previous sections; the BTF Personnel will work out the following recommendations for the scheme to make it more effective and result oriented:

Recommendations:

The following parameters need more attention/ emphasis at level of formulation of Policy for the scheme:

1. Identification and Selection of Circuit/Destination should be in conformity with the existing “Perspective Tour-ism Master Plans” for the region focusing on:

Tourist inflow and Market Demand Assessment

Availability of infrastructure

2. Greater emphasis on Self-Sustainability of the programs

3. Operation and Maintenance

4. Improved Marketing strategy

The above recommendations for the scheme are further detailed out in the following section:

Selection of Circuit/Destination in conformity with Perspective Tourism Plan of a Region

Almost all the Districts of our country has its own Perspective Tourism sights. These sights has to be brought under a Master Plan in-fact guide all the future tourism developments in that area including its various destinations/ circuits and also govern the selection of tourism products / infrastructure accordingly. It basically guides the overall development in all selected destinations and circuits in an integrated and holistic manner.

So far, it is observed that identification process of tourism projects / infrastructure in any state, generally, does not abide by any policy as suggested in the exiting Perspective Tourism Master Plan of the states. Therefore, the selection of destination and circuit for tourism development in any state should follow the governing parameters of the State Perspective Tourism Master Plan. However, at the time of finalization of the destination and circuit, a study may be conducted to review the identified destination / circuit with respect to all other development in that region of the state. A methodology may be worked out for such assessment. Some of the other important parameters which need atten-tions are given below:

i) Tourist Inflow and Market Demand Assessment: It is necessary to carry out a detailed assessment study of the tourist inflow at the selected destinations/circuits. A detailed market demand analysis involving all stake holders should be car-ried out to decide the type of development needed like recreational, infrastructure, accommodation, connectivity, etc. at a site in a destination/circuit.

ii) Availability of Infrastructure: In each destination/ circuit, a prior study of the available basic infrastructure i.e. water supply, sewerage, solid waste management system and power & telecommunication, accessibility and availa-ble mode of transportation should be carried out in detail before finalizing any tourism products / infrastructure at a site.

Greater Emphasis on Self Sustainability of the Project

A greater emphasis should be given to the „self-sustainability‟ of the project. For the projects like landscaping, fencing, compound wall, improvement in solid waste management, public conveniences, signage, reception centers & other activities which bring value edition to tourism of the region but do not generate any revenue a socio-economic cost benefit analysis can be carried out to highlight the outputs/outcomes of the investment. However, for those project investments which will create some substantial revenue stream a financial feasibility study may also be undertaken. This will help not only in assessing the financial returns from the projects but also in deciding whether the project is able to sustain itself in future or not.

Operations and Maintenance

Options should also be explored to involve Private Sectors in operation and maintenance of the sites. This will not only ensure successful working of the sites but also the state government will be relived from the burden of maintain-ing the sites. Public private partnership should be an important aspect of the scheme and its role should be given pri-ority before finalization of the sites. The scheme should also make considerations of the accountability of an agency responsible for operations and maintenance of the sites.

Improved Marketing Strategy

Funds should be allotted separately for marketing and advertising of the tourism products. It will not only boost the tourism of the region but also tourists will be informed about the tourism activity as developed, even in the remote part of the region.

SALIENT FEATURES OF SCHEMES OF DEVELOPMENT OF TOURISM IN CIRCUIT AND DESTINA-TION

Under the BTF’s Central Financing Assistance Scheme, the Ministry of Tourism, Government of Bangladesh, has been extending assistance to all the districts for development of tourism products /infrastructure. This can not be done alone without the help of Public Private Partnership initiative, in here BTF will work as match maker to identify and finalize the destinations, globally brand them and take necessary steps for promotional events to sell the viable destinations to the inflow of global tourists.

Destination Development Schemes and Rural tourism Schemes have been taken up.

The review and scope of applicability both of the schemes for development of tourism in circuit and destinations are given below:

Scheme for Integrated Development of Tourist Circuits

Introduction:

Under the scheme of integrated development of Tourist Circuits to improve existing products and developing new products of international standards in identified circuit, funds to a minimum of BDT. 8 crore for destinations circuit are made available to the BTF for Identification and survey process of the circuits and give proposals. Basically, a circuit consists of a minimum of three destinations. The objective of the scheme is to provide all infrastructure facilities re-quired by the tourists within the identified circuits. Activities, that are advisable under the scheme, are mentioned below:

Improvement of surroundings

Landscaping

Fencing

Development of parks

Illumination

Water management

Provision of budget accommodation

Wayside amenities

Signage

Reception centres

Refurbishment of monuments.

The scheme envisages convergence of resources and expertise through coordinated action with other departments, the states and private sectors.

Objective:

The main objective of the scheme is to develop tourism product and provide infrastructure facilities required by tourists within the identified circuits.

Circuit Identification:

A tourist “circuit‟ is a route with at least three major tourist attractions such that their location is not in the same town/ village/city. Instead, they are located close to each other and their entry and exit are well defined such that the tourist is encouraged to visit all if one of them is visited. This will increase the number of visits to all the destinations on the cir-cuit. A circuit to be taken up will be identified by the Ministry of Tourism at the beginning of each year, in consulta-tion with the State Government. While selecting the Circuit, the tourism potential of the places included would be borne in mind. It will be ensured that a circuit is identified for each district in the full Plan period. A circuit could be limited to a district or it could be a regional circuit covering more than a district. For Example branding Sitakunda Ecopark, Adinath temple of Sitakunda hill and geyser, Muhuri Irrigation Project, Muhuri Water Electricity Project can be bundled up together in a single circuit where tourists can easily go on a day trip to visit at least three sights.

Components of the Scheme:

The components of the projects under the schemes would be

i) Making the land available for development.

Implementation of rehabilitation package, where shifting of dwelling or commercial units are required. However, the Government of Bangladesh would provide assistance for construction of Tourist reception centers including shopping complexes to house the displaced shops.

Maintenance and management of the assets created.

Any other item decided by the High Power Committee.

v) External infrastructure like water supply, Electricity and Roads.

Permissible activities

Work to be taken up to suggest and plan as per the requirements for attaining the above components would be:

Improvement of the surroundings of the destination. This would include activities like landscaping, development of parks, fencing, compound wall etc.

Illumination of the Tourist destination and area around, SEL Shows etc.

Improvement in solid waste management and sewerage management.

Construction of budget accommodation and wayside amenities.

Procurement of equipment’s directly related to tourism like water sports and adventure sports equipment’s, eco-friendly modes of transport for moving within the tourism zone etc.

Construction of public buildings, which are required to be displaced because of implementation of the master plan.

Refurbishment of the monuments.

Signage’s.

Tourist arrival centres/reception centres/interpretation centres.

Other work/activities directly related to tourism.

The principle of the regional concentration – as one of the important means of the regional competitiveness – and the co operations being organized more consciously have big parts in the development and operation of the tour-ist destination management. The principle of complexity is emphasized differently that means on the one hand the more effective use of the connection possibilities of tourism to other branches, on the other hand it takes for granted the development of the background infrastructure supporting tourism more intensively beside the development of the tourist infrastructure. The basic principle of the competitive developments is the sustainable developments and the innovative approach. Tourist destination can be identified with the tourist supply (product) from the elements of the tourist system: the tourist supply and the tourist destination are consisting just of the same elements. The differ-ence is that the tourist product can be only one product and destination can be characterized as a complex pile of attractions and services being in connection with each other. The cooperation of the characters of destination are organized by the tourist value chain of which elements are the experiences in connection with the formation of the image, preparation of travel, travel, destination, return from the point of view of the tourist and the service providers of destination. Services of different level provided by the suppliers can influence the opinion and experience of the tourist in connection with destination negatively. The independent destination management system with suitable competence and specialists, running a coordinating activity can make a connection between the tourist and the receiv-ing area.

NECESSITY OF THE DEVELOPMENT OF TOURISM DESTINATION MANAGMENT

The destinations – as the organizational systems developing on the regional concentration and cooperation – have to be taken into connection with the economic processes in the world, one basic principle of which is that the durable industrial and business competitive advantages are appearing concentrated geographically more and more. In the competition there are not taking part separate persons of the market but the basic units of the market competition, the companies, enterprises and regional institutions. The establishment and operation of these systems are helped by the MOT orders and supporting resources as well. The regional concentration principle is playing a determinant role in the effective operation of the destination as well, which is generating competitive advantages. The tourist target areas are worth settling to a regional concentration being significant from the point of view of tourism, based on definitive basic principles, so that the economic potential of the region can be increased.

Determinant factors of the tourist competitiveness of each region are the development and operation of the manage-ment system with the effective, suitable competences and calculable financing and organizational background.

Modern tourism management and operation, that is the revaluation of the current traditions, are needed to the devel-opment of an effective management system organized on the basis of the regional concentration principle. The inte-grated planning, management and operation of tourism are needed on all levels of tourism. Development of the system is taking for granted such kind of regional and organizational planning basic principles as the:

Revaluation of cooperation, development of consciousness in the cooperation, development, planning, organization, operation of the

forms of cooperation;

More close cooperation with other regions, branches in the processes of planning and development originating from the multi-

plier effect of tourism;

More complex approaches in the development of the service system of tourism: beside the development of the tourist infra- and super-

structure the development of the background infrastructures, the supporting factors have to be emphasized too;

The use of innovative, modern, up to date technologies in the processes of development.

3. CONCEPT OF THE TOURIST DESTINATION, ITS CHARACTERS

The characters of the destination, its concept, can be opened in the knowledge of its forming factors and of the “behavior”, nature of destina-

tion.

In the conceptual estimation of destination different standing-points can be followed. In the whole, destination (Dr. Roger Carter – Dr. Mike Fabricius, 2007) is a physical location where the tourist is spending at least one night. It is containing tourist attractions, products, relating services that are necessary to meet the stay of a tourist on the place at least for one day. Destination has physical and administrative limits, which are determining its management, and has an image and perception. It includes a lot of elements being concerned, it is capable for constructing a network, a cooperation and to become a bigger destination; the determination of destination is made from the point of view of the tourist.

To become a tourist destination the location, the region has to have the factors that determine the tourist destinations. These factors are deter-

minants in the bordering, determination of the core area destination; their development is essential by the increase of the competitiveness of

the specific destinations. According to Buhalis (2000) determinants of the destination are as follows:

Tourist attractions, e.g. natural factors, factors made by human being, heritage, special events, etc.;

Approachability, e.g. the entire traffic system, including roads, traffic means, etc.;

Tourist services, e.g. accommodation, host services, other tourist services, etc.;

Product packages;

All kind of activities that can be run by the tourists during their stay; public-utility services, e.g. banks, telecommunication, hospi-

tals, etc..

Definition of destination, summarizing the aspects regarding the nature of destination and its determining factors (Angelo Presenza – Lorn

Sheehan – J.R. Brent Ritchie, 2005), the characters of destination can be summarized as follows:

Destinations:

Area target that is chosen by the tourist as the target of his travel

Receiving area that is providing services for the tourist and people living on the spot

It is defined from the point of view of the tourist

A place/region that is confinable physically and geographically

A place/region that is containing tourist attractions, products, services and other background- services being necessary for spending at least

one day

The tourist is spending at least one night here

It is containing a lot of persons being concerned who are cooperating with each other

It has an image

It has perception (it means that each of the tourists can form an opinion about a destination through his own “screen” subjectively)

It is providing integrated experience for the tourist

In a wider sense it is a tourist product that is competing with other tourist products

(destinations) on the market of tourism

A kind of a complex and integrated system that is taking the existence of a modern tourism controlling and management system to the

successful operation for granted

It is a system being built from below and supported from above

Not all locations, regions can become a tourist destination. There are such kind of basic criterions that has to be met so that a location, region could become a tourist destination. The above mentioned are only the most basic criterions. The determination and bordering of the destinations or the core area destinations are supposing the development of a special system of criterions that is made according to preferences, expectations, and points of view of the tourist first of all.

THE CONNECTION BETWEEN THE SYSTEM OF DESTINATION AND TOURISM

The place of destination in the system of tourism is demonstrated by the system of tourism. Destination can be found on the side of the supply (the product) from the two sub-systems of the tourism system. The tourist supplies are consisting of the factors of the receiving area that is used by the tourist during his stay. Central element of the supply is the tourist product that is containing the services meeting the demands of the tourist.

Tourism is an integrated, open, complex system operating dynamically each element of which (its micro- and macro environment) there is in a mutual dependence with the others.

From the factors forming the two sub-systems of the tourism market, the supply (tourist product) is consisting of the following elements: attractions, accessibility, services, safety, hospitality, etc.. The elements of the tourist destination according to the above definition (Buhalis, 2000) run as follows: tourist attractions (natural and made by human being, special events, etc.), accessibility, tourist services, product packages, active activities, and public services. From the above-mentioned one can say that the elements and combination of the factors of the supply and the ones forming the destination are the same. However there is a difference because the tourist prod-uct can be only one product or some services or even a pile of services meeting the demands of the tourist being away from his home. From the point of view of the tourist only the pile of complex services is meaning a product because it has to meet all of his demands (Dr. Márton Lengyel, 1992). The product can be only one or several products as well, however destination can be characterised as a set of complex services and attrac-tions related to each other.

Some scientists put an equal mark between the tourist product in a wider sense and the tourist destination: e.g. after Bieger (1998) destination is just like a tourist product that is competing with other products on the tourist market.

Destination management system being responsible for the tourist destination controlling and management is form-ing a connection with the poles of demand and supply.

OPERATION OF THE DESTINATION MANAGEMENT – AS THE TOURIST VALUE CHAIN

The simple value chain is representing such kind of a process that is delivering a product from the idea through the product development phases to the final user. Michael Porter has characterized the value chain with the connection of the activities of which each element represents the different level of providing offers. The principle of the destina-tion operation is similar to the one of the traditional value chain too. However, destination management as the tour-ist value chain is leading the tourist through the entire process of travel, right from the decision of travel-ling to the return. The traditional value chain puts first of all the product and its development in the centre; the leading character of the tourist value chain is the tourist who wants to use the tourist products (tourist supply of destination) on a more complex way to be able to meet his demands. The elements of the tourist value chain are consisting of the elements determining and influencing the travel process and of the offer-ing elements provided by the specific destination.

There can be found different characters behind the offering factors that form destination, just like e.g. the local self-government, the owners and operators of the attractions, services, local tourist consortiums and partnerships, ci-vilian organisations, institutions supporting enterprises, tourist developing institutions, organisations, etc.. The effec-tive operation of destination is taking the conscious cooperation of the characters for granted that is realized in the harmonized organization and operation of the products and services mostly.

It is important that the service providers should deliver the same high level of quality because the service of different levels of the key and supplementary functions of destinations can influence the judgment of the whole destination negatively.

To the operation of destination as a tourist value chain an organisation is necessary that can establish a connection between the tourist and the receiving area that is independent, has the suitable competences and means and is capable to coordinate the characters and to build up the activities.

CHARACTERISTICS OF THE TOURIST DESTINATION MANAGEMENT

On the basis of some definitions summing up the point of the tourist destination management organisation

ĺ The tourist destination management organisation (Buhalis, 2000) takes the entire responsibility

for the tourist products of the whole destination, for their development through controlling, encouraging and other means and for the development of a partnership that is able to provide positive experience for the tourists;

ĺ Its main role, function is the establishment of the cooperation and coordination between the non-profit and private characters of tourism. Its purpose (Dr. Hilda Faragó, 2006) is to increase the tourism, the tourist in-come of the specific area and to strengthen the image of the territory. It usually introduces the tourist supplies of a specific area for the tourists and the branch of tourism on a way free of competition.

According to the tourist destination management model (Dr. Márton Lengyel, 2005) the tourism destination management and its organizational characteristics can be described with the following points of view:

1. Table: Tourism destination management and its organisational characteristics

After Dr. Márton Lengyel: Regional (destination) tourism management. Proposal for Hungarian Tourism

Viewpoint Characteristics of destination management Character: ĺ Directing

ĺ Management

ĺ Coordinating activity Mission: ĺ To establish the sustainable and competitive tourism in a specific area

through the comprehensive creation and operation of the system of tourism

Purposes: ĺ To meet the demands of the tourists

ĺ To ensure the profitability of the branch

ĺ To get the local community take part in the processes of develop-ment, to improve the quality of life

ĺ To protect and take care of the environment Means: ĺ Tourist planning

ĺ Development

ĺ Monitoring

ĺ Business federation (and lobby activity) Main working ĺ Establishment of the communal partnership

practices: ĺ To get to know the demands and interests of the characters (tourists, inhabitants, authorities, partner organisations, tourist enterprises)

Structure: ĺ From the bottom to the top (at the same time it is supported from the top), it means that the organisations with regional level are forming the small regional and regional co- operations

The ĺ Prepared professionally, skilled organisation

characteristics of ĺ Decision are made with the contribution of the persons being the organisa-tion: interested

ĺ Has the suitable independence (own resources and means)

needed to the execution of its decisions Financing: ĺ Self-maintaining (provided by the characters)

ĺ Supported from the top

Defining Rural Tourism

The definition of rural tourism has been the subject of many debates in the literature without arriving at any firm consensus (Pearce 1989; Bramwell 1994; Seaton et al. 1994). First of all, rural areas where rural tourism occurs are difficult to define since criteria used by different nations vary enormously; secondly, not all tourism which takes place in rural areas is strictly “rural” – it can be urban in form, and merely be located in a rural area; thirdly, different forms of rural tourism have developed in different regions and hence it is hard to find characteristics that are common to all of the countries; fourthly rural areas are in a complex process of change due to the impact of global markets, communications and telecommunications that have changed market conditions and orientations for traditional products. Besides, though some rural areas have experienced depopu-lation there are many of them that are experiencing an inflow of people to retire or to develop new non-traditional businesses.

• Rural tourism and agri-tourism (each of these categories is a derivative of the subsequent one, like concentric circles).

• Tourism is termed rural when the rural culture is a key component of the product on offer. Depending on the primary activity component of this product, the terms used are agri-tourism, green tourism, gastro-nomic, equestrian, nautical, hunting, adventure, historical/ cultural tourism and so on.

Tourism activities revolving around large holiday home developments, big hotels, golf courses are difficult to inte-grate into the concept of rural tourism. The distinguishing feature of tourism products in rural tourism is the wish to give visitors personalized contact, a taste of the physical and human environment of the villages and, as far as possible, allows them to participate in the activities, traditions and lifestyles of local people. There is also a strong cultural and educational element in this form of leisure tourism.

Hence a rural tourist destination could be defined as a wider area dominated by the natural and/or farmed/ forested environments where specific natural, economic and socio-cultural features, such as tradition, local cooperation, trust and reciprocity are harmoniously embedded and as such create a unique tourist product that is predomi-nantly small scaled, nature friendly, “ethno-cultured”, in other words ‘sustainable”.

Since tourism is predominantly a consumer activity, most of the studies are demand driven, concentrated on the visi-tors and their needs and motivation. Hence the motives attracting people to the villages are seen as a reflection of a growing interest in the outdoors, and a number of other general trends of tourist motivation. The attractive-ness of rural areas for tourism and recreation can first be associated with the image of rurality. Here ru-rality is closely related to the traditional and romantic idea of the “good old days” pure and simple lifestyle, in-tact nature and perfect integration of man in his natural environment. Thus nostalgia of the origins, the need for recuperation of the lost link with nature and the basics of life in an increasingly complex, highly organized, anonymous, congested, stressful urban and inhumane surrounding constitutes the principal attention of rural area (Kastenholz, Davis, Paul 1999).

The importance of rural tourism as a part of the overall tourism market depends on each country’s recreation/ tour-ism resources, infrastructure image, market access and the presence of other types of tourism products. Even if rural tourism may be minor in relation to the overall tourism market of many

countries its importance to the development of specific rural areas may be critical. Thus, the multiplier

effect is often more impacting in rural areas where the entire rural lifestyle is looked for a main attraction.

Rural tourism includes: -

1. Agri – Tourism: Tourism on the farms enables farmers to diversify their activities while enhancing the value of their products and property. Farm tourism also helps to reconcile farming interests and environmental protection through integrated land management in which farmers continue to play a key role. Tourists who choose farm accommodation rather than other kinds of accommodation facilities look for genuine rural atmosphere where they can share intimacy of the household they live in, learn traditional crafts and skills with their hosts, make friends which is a quality, modern times have almost forgotten and above all enjoy home made food and drinks. Some specific food labels can help consumers establish a local produce and can be used as a selling point to tourist who want to taste home grown quality food and drink.

2. Heritage and cultural Tourism in rural areas comes in a wide range of forms most of which are unique to an individual local and a valuable component of the rural tourism product. Heritage and cultural tourism includes temples, rural buildings but may be extended to local features of interest including war rem-nants, monuments to famous literary, artistic or scientific people, historic remains, archeological sites, tra-ditional parkland etc.

3. Eco Tourism: Many tourists visit rural areas for the purpose of bird and animal watching and learning about local flora and fauna.

Rural tourist destination as a product is definitely very fragile in ecological, social and cultural sense. Its develop-ment requires very specific approach that could help it remain sustainable in the long term.

Rural Tourist Destination – A . Product

There are some critical factors responsible in the evaluation and development of rural tourism as a product. Some of these are –

Changes in the preferences and needs of visitors.

Destination of the natural and manmade environment.

Change or disappearance of those attractions, which brought tourists to the area.

Identification of potential consumer.

Understanding the rural tourists buying behaviour.

To be competitive rural tourism destination must possess basic tourist requirements

Such as hygienic accommodation and catering.

It should be connected with the farm accommodation.

Definition of Agri-tourism

Agri -Tourism is defined as travel, which combines agricultural or rural settings with products of agricultural operations all within a tourism experience. The product can be “experience itself”. Agri- tourism can be defined as “A range of activities, services and amenities provided by farmers and rural people to attract tourist to their area in order to generate extra income for their businesses”. (Gannon, 1988 in Klaze, 1994).

Status of Agri-Tourism Internationally with specific focus on Europe

Most of the European countries pay lots of attention to rural tourism. The growth of rural tourism is difficult to quanti-fy because few countries collect statistics in a way, which separates purely rural from other forms of tourism. The con-cept of Agri-Tourism developed in 80’s in Europe, the participating farms have doubled in countries like Italy, the United Kingdom, and France. The number of agri-tourism accommodation units exceeds 600.00. In the middle of the 90s, 12 European countries (Belgium, Denmark, Greece, Netherlands, Portugal, Spain, Ireland, Great Britain, Italy, Austria, France and Germany had more than 100.00 farm enterprises involve with different tourism activities. It is obvi-ous that most of the European countries have positive attitude towards rural tourism development because of the ad-vantages this strategy has on rural areas and their overall development. (Refer Annexure I).

Agritourism in Bangladesh : Innovative Income generating activity for Enterprising Farmers

Agriculture is backbone of Bangladeshi economy. This sector’s contribution towards GDP is decreasing and farmers are finding it difficult to carry the agricultural activities without an additional income. Whereas tourism is termed as an in-strument for employment generation, poverty alleviation and development, Agri- Tourism brings in together the declin-ing and booming sector.

Advantages of Agri-Tourism:

1. It brings major primary sector Agriculture closer to major service sector tourism expected to create win-win situation for both the sectors.

2. Tourism sector has the potential to enlarge.

3. Agriculture sector has the capacity to absorb expansion in Tourism sector

Scope of Agri-Tourism:

1. An inexpensive gateway: The cost of food, accommodation, recreation and travel and tourism is low, widening the scope of tourism.

2. Curiosity for the urban about farming industry and life style: Agri-tourism, which involves villages and agriculture, has the capacity to satisfy the curiosity of the urban segment by providing scope for re-discovering the rural life, which is rich in diversity.

3. Strong family oriented recreational activities: through rural games, festivals, food, dress.

4. Finding solace with nature friendly life style: Peace and tranquility are in-built in Agri-tourism.

5. Nostalgia for their roots on the farm: For tourists it is like returning back to their roots.

6. Educational value of Agri-Tourism spreading knowledge about Agriculture science where urban students are moving with the pace of technology.

Basic Principles of Agri-Tourism

1. Have something for visitors to see: Animals, birds, farms, culture of the village, dress and festivals.

2. Have something for visitors to do: Participating in agricultural operations, riding camel, buffalo, cooking and participating in the rural games i.e. gillidanda, gotti (marble etc.).

3. Have something for visitors to buy: Rural crafts, dress materials, farm gate fresh processed food are few items.

Three important factors, which contribute to the success of Agri-Tourism as service:

Detailed discussions with various knowledgeable persons indicated the following three factors:

1. Farmer: Majority cases farmer is less educated, less exposed and innocent for him outsider as guest is (like god) and is treated wholeheartedly without any commercial motive. He entertains the guest while entertaining himself in the process he fills all the service gaps . This makes him a

natural businessman.

2. Village: Village being located far from the city lacks urban facilities but is rich in natural resources. The in-vestment is the natural resources itself.

3. Agriculture field: Each field is unique which adds to the attraction of the urban population. This is the incen-tive wealth of the rural people.

The discussions also revealed that for the success of any agri-tourism venture, the following factors play a major role:

Connectivity

Attractions

Accommodation

Outdoor recreational activities

Entertainment programs

Meals for tourists

Safety and security aspects

Medical facilities

Risk and liability in case of accidents

Destination Planning

Tourism can and will evolve with or without planning, however the sustainability of a destination depends on whether the type and scale of tourism is best suited to the destination. Effective destination man-agement relies on an iterative and continual planning process that integrates tourism into a communi-ty’s social, economic and environmental aspirations. Tourism destination planning is an area which has attracted significant research and analysis, summarised in the following sub-sections of Destination Planning:

• Situation Analysis

• Planning Process

• Ongoing Engagement

Effective destination management looks at the strategic direction for future development, marketing and management of tourism where decision making is based on an assessment of the best available knowledge. In short, effective destination planning should:

• Be collaborative process that ensures the engagement, participation and commitment of all relevant stakeholders;

• Be a coordinated approach that is managed based on clearly defined processes and frameworks;

• Be based on an understanding of existing internal and external operating environments of the destination;

• Be based on a sound understanding of tourism supply and demand forecasts for the destination;

• Consider all relevant information including market research, stakeholder values, the planning envi-ronment and available resources and assets;

• Develop a clear and agreed strategic direction for the destination including a tourism vision, goals, strategies and actions, brand and positioning, roles and responsibilities, ongoing man-agement processes and performance measures;

• Result in the development of key planning and strategic documents including plans for destination management, ongoing research, strategic marketing, risk identification and management;

• Be used to inform all phases of destination management including ‘Implementation’

and ‘Destination Performance’;

• Be an ongoing or cyclical process, where plans and strategies are regularly reviewed to ensure relevance within the changing environment.

Elements of effective destination planning can be achieved through three steps - the situation analysis phase, the planning process and ongoing engagement. Further information on these steps is provided in the links below along with specific information, tools and resources to assist destination managers.

Part 1 Destination

Identification Process

Situation Analysis

You can’t manage what you don’t understand. The key to unlocking the potential of a destination is understanding how it performs against a set of agreed benchmarks (for example market share, yield, triple-bottom line sustainability). The situation analysis phase of destination management involves analysing and understanding the environment in which a tourism destination operates. The aim is to assist destination managers in identifying key factors that will influence how a destination is developed, marketed and managed over time. It is an essential part of ‘Destination Planning’ and should underpin the ‘Implementation’ phase where the strategic direction for a destination is committed to action.

Research has shown that a comprehensive situation analysis should

Destination Management Tip

include: Statistics can describe the past

• An understanding of the destination community’s aspirations and values;

• Identification and analysis of current visitor markets;

• Understanding consumer (visitor) characteristics, behaviours and preferences to identify preferred future target markets;

and attempt to predict the future, but the best indication

of the future comes from engaging the tourism

industry, community leaders and influencers.

• Reviewing and analysing the operating environment of a destination, including internal and external factors that might influence the planning and development a destination;

Understanding the history

• Undertaking an infrastructure, product and experiences analysis that is matched with a

visitor demand analysis to identify key gaps in the destination’s product offering and opportunities to value add to the visitor experience;

• Measurement of the value of tourism, including economic and non-economic contribution, to provide understanding and potentially increased recognition of the importance of tourism;

• Forecasts of future visitation in sufficient detail to support understanding of the likely demand and the future mix of visitors;

• An understanding of the existing and future resource impacts of tourism on a destination and identification of strategies to develop a sustainable approach to tourism development and growth. This includes an assessment of the impact on natural areas and protected areas within a destination;

• An indication of the vision for tourism is articulated and agreed by the governments, tourism industries and community stakeholders;

• A review of important issues, challenges and opportunities facing the destination across the short-term, medium-term and long-term;

• Recognition of the human and financial capital available to support tourism and destination management;

• An analysis of the statutory and planning environment and how these regulations will impact on tourism planning and development in a destination, including the impact of climate change regulations;

• Review and where possible alignment of region-level strategic planning with national and state policies and plans to assist the development of partnerships and leverage strategic opportunities.

• Review of lessons learned from other destinations on pitfalls, successes and future opportunities.

Please use the links below to find out more about the Situation Analysis phase of destination management.

Understanding the Host Community

The support of the host community is important in achieving sustainable tourism. This is just one of the many reasons why successful destination planning begins with an understanding of the needs and aspirations of the host community. This understanding needs to go beyond descriptions of demographics and population trends to explore: • The community’s perceptions and


attitudes towards tourism; • Aspirations and challenges of the

community for tourism • The history of tourism development in

the destination; • Natural, built and socio-cultural

features and icons that are valued by the community;

• The type and style of development the community desire or have fought against in the past; and

tourism in a destination and its

impact on the host community provides a good indication of the community’s needs and aspirations and the style of

tourism that is desired.

• The stories and experiences that bring the community together.

As described in the Sustainable Regional Tourism Destinations Project’ developed by the Sustainable Tourism Cooperative Research Centre, a sustainable tourism destination is reached when environmental, community and economic values are balanced. Incorporating social and community values is achieved through collaboration and compromise to reach a level and style of tourism that:

• Is consistent with community values and aspirations both now and over the long term,

and contributes to community development and well-being; • Increases the contribution of tourism to the economy of regional destinations and

promotes • long-term industry viability.

Source: Adapted from Dredge, D. 2008. Managing Local Tourism Master Class: Eastern Metropolitan Regional Council Workshop Materials, Southern

Cross University, Tweed Heads, Bangladesh. Understanding Visitors

Tourism destinations appeal to a wide variety of different types of visitors who are often categorised by:

• Lifestage eg. Young Families • Demographics • Attitudes and values eg. Experience Seekers • Type of holiday eg. Beach Holiday

• Duration of trip eg. Short Break • Purpose of travel eg. Visiting Friends and Relatives

It is therefore essential that a tourism destination clearly understands their current and desired visitor markets to influence how a destination is developed, managed and marketed. Identifying and understanding a destination’s visitor markets involves consideration of the following points:

• It is important to understand not only who the

current visitor markets are but the preferred future target market/s for that destination as highlighted in the Grampians region where market research identified the opportunity to reposition the destination in order to attract the preferred target market;

• The development of a strategic direction


Social trend analysis can be used to identify future visitor demands and potential new

target markets for a destination.

for a destination should take into consideration both the current and future visitor markets to ensure that both short-term and long-term sustainability goals are achievable;

• Market segmentation is important in identifying different characteristics and demands of visitor markets and to assist in the identification of a destination’s preferred target market/s as demonstrated in the Tennant Creek and Barkly region where market research and segmentation identified the self-drive market as the ‘ideal’ visitor market for the region;

• Market segmentation can be undertaken based on visitor demographics, behaviors, preferences and interests. The aim of better understanding a destination’s current and future visitors is to get the best match between the aspirations and expectations of visitors, the host community’s aspirations and the potential of the destination. For this reason psychographic segmentation (attitudes and values) is becoming increasingly used to find the perfect match.

• Identification of the preferred target market of a destination should be based on an assessment of the market segments against the destination image, stakeholder vision and goals, product and experience offering;

• Understanding a destination target market’s needs, behaviors, characteristics, preferences and decision-making processes is important in developing appropriate strategies for destination development and marketing.

The Sustainable Tourism Cooperative Research Centre has an extensive body of research into understanding consumer choice and behaviours and the impact on identifying appropriate visitor markets. Research into best practice of regional destinations in ‘Sustainable Regional Tourism Destinations Project’ showed that tourism destinations must understand the history and future direction of the consumer marketplace and the position of their destination in that marketplace. For further information on market research please see the ‘Market Research and Insights’ section. For further information on specific market segments please see the ‘Destination Products and Experiences’ section.

The Changing Environment

The tourism industry operates in a constantly changing environment that is influenced by a wide range of global, national, regional and organisational trends. An understanding of the changing environment should guide destination planning and management. An analysis should involve consideration of the:

• Internal Environment – including an assessment of the strengths and weaknesses of the

destination, access to human resources and funding, understanding of the stakeholder network, the destination life cycle, important issues and challenges, and the development potential and attractiveness of the destination;

• External Environment – including an assessment

of the macro and micro environment trends (economic, political, social and environmental) at a global, national and regional level that may impact


Social trends such as the use of technology and attitudes towards the

environment are a major driver of tourism

consumer preferences.

on the destination. This includes identifying future threats and opportunities, analysis of the competitive attributes of the destination and potential competitors.

Three important research programs have been completed by the Sustainable Tourism Cooperative Research Centre to assist in better understanding a destination’s operating environment:

• ‘Modelling Destination Competitiveness’ • ‘Megatrends underpinning tourism to 2020; Analysis of key drivers of change’ • ‘Local Government Pathways to Sustainable Tourism’

The Destination Competitiveness and Sustainability model found in ‘Modelling Destination Competitiveness’ can be used to assess the external macro and micro environment and the internal competitive attributes of a destination. This assessment forms a key part of developing appropriate strategies for destination development, management and marketing.

Source: Ritchie, J.R.B. and G.I. Crouch (2003). The Competitive Destination: A Sustainable Tourism Perspective, CABI Publishing, Wallingford, UK.

The ‘Megatrends underpinning tourism to 2020; Analysis of key drivers of change’ report identifies key global and national factors and trends that are likely to impact on the competitiveness of tourism destinations. Proactive and innovative approaches are required to negate these potential challenges and remain competitive.

The BTF’s ‘Local Government Pathways to Sustainable Tourism’ workbook provides a framework for undertaking a Tourism Health Check to assessing a region’s readiness to participate in tourism and destination management, taking into consideration the internal and external environment.

Destination Products and Experiences

Visitors choose destinations from within their ‘preference set’ on a range of influencing factors, the range of products and experiences is one of the most important. For this reason it is important to ensure that product and experience development is matched with visitor demand. Without appropriate planning for tourism product development it may be difficult for a tourism destination to remain competitive for its target markets. Research into successful planning for tourism products development has shown that:

• Understanding supply and demand for products and experiences within a destination

ensures that product development is appropriate, and is likely to be profitable and sustainable in the long-term;

• A tourism product and experience audit can assist with assessing the current supply of tourism-related assets within a destination, while market research on visitor demand and preferences will provide insights into current and future needs of visitor markets;

• A gap analysis can be used to identify gaps between supply and demand and develop

key product development opportunities for a destination. Tourism Opportunity Plans developed in regions across Cox’s Bazar use product audits, market research and stakeholder consultation to identify gaps between existing and future supply and demand for a destination;

• Mapping tourism product distribution across a destination can assist in identifying specific tourism precincts and areas for future development and visitor dispersal;

• Identification of themes in tourism products and experiences can assist in the development of tourism clusters or precincts to attract and retain visitors as demonstrated in the development of the Dig the Tropic trail, a cross-regional collaboration to link geotourism themed attractions and experiences;


A Tourism Opportunity

Plan is an excellent way to engage tourism community

partners and agree on innovative new products and

experiences and identify actions and responsibilities

for implementation.

• Tourism product and experience development should aim to provide the destination with a point of difference or competitive advantage and be aligned with the values and goals of the destination and its stakeholders;

• A tourism destination's products and experiences must constantly evolve and innovate to ensure that the demands and needs of visitor markets are consistently met;

• Opportunities for product development are commonly found in redeveloping or refreshing existing products or experiences, including festivals and events, rather than new development, as seen in the success of the Hunter Valley, where entrepreneurial operators are value adding to the visitor experience through packaging products and experiences.

In-depth analysis and planning for tourism products and experiences is required prior to investment in development. For more information on the development of tourism products and experiences please see ‘Destination Products and Experiences’ in the Destination Development section.

Contribution of Tourism

Tourism is a dynamic and pervasive industry that provides a range of benefits and value to organisations, communities and regions that participate in the industry. Tourism can provide value for a destination in a number of ways:

• Economic – increased and diversified economic

activity; flow-on economic benefits through a community; stimulus for economic development and investment;

• Social / Cultural – enhanced quality of life, community development, employment and


Assessing and

communicating both economic and non‐

economic impacts provides a more holistic view of the

value of tourism and better informs sustainable tourism

management decisions.

income, conservation of cultural heritage, increased amenity, community pride;

• Environmental – awareness of environmental significance, conservation of natural and built environments, implementation of sustainable practices.

Many destinations have previously focused only on the economic value of tourism. However integrating both economic and non-economic impacts provides a more holistic view of tourism and better informs destination management decisions. Understanding and communicating the value of tourism within a community is important in order to:

• Engage stakeholders, including governments, investors, businesses and the community, in

understanding and recognising the importance of tourism within the community; • Ensure stakeholder commitment to tourism and destination management; • Link economic and community development to sound and sustainable tourism

practice; • Engage social, political and cultural capital to enhance the value of tourism in a

destination.

A number of tools have been developed to assist destinations to measure and communicate the economic, social and environmental value of tourism. What is clear from the research is that a consistent, transparent and robust method is needed and that tourism should be considered in the context of other industries in areas such as contribution to Gross Domestic Product, Quality of Life and environmental sustainability. More information is provided below about assessing the economic, social and environmental value of tourism to destinations, as well as lessons on communicating the value to the community and stakeholders.

Economic Contribution

Methods of understanding the economic contribution of tourism occur in many forms, from robust economic modelling to estimates of visitor expenditure. While data availability, resolution and reliability will differ in each destination, below are some suggested methods to measure the economic contribution of tourism.

Measuring the contribution of ‘tourism’ as an industry within existing economic models of contribution to Gross Domestic Product (GDP) through the creation of Satellite Accounts where the tourism inputs are defined.

The Sustainable Tourism Cooperative Research Centre (BTF), through its ‘Prosper’ research program found that these modelling approaches use either input / output or Computable General


Finding the best methods to

measure the economic contribution of tourism in your destination

should be based on the availability and reliability of the data.

Inaccurate data creates unreliable forecasts.

Equilibrium (CGE) modelling tools are less accurate in regional areas and can be supplemented by:

• Primary data collection on visitor expenditure and flow-on effects • Cost-benefit analysis of individual tourism projects; and • Dedicated multiplier analysis to measure flow-on impacts.

While less statistically reliable, many destinations use national estimates of expenditure and job creation and apply them to estimated local visitation.

A BTF report, developed in conjunction with the Centre for Regional Tourism Research provides a summary and analysis of the key types of economic impact studies and their applicability and relevance for different tourism regions. The report, ‘A Guide to Assessing the Economic Value of Tourism in Regions’ identifies the recommended use of each model and the information requirements to undertake the study.

Social and Environmental Value

Understanding the social and environmental impacts (positive and negative) of tourism remains a challenging for tourism stakeholders today. Tourism is often claimed to provide significant value in terms of community development, environmental benefits and other cultural / social benefits, however many of these are not measured and/or reported. Measurement is vital to be able to communicate the value of tourism, including economic, social and environmental


Communicating more than

the economic value of tourism is central to gaining

community support. ‘Promoting Awareness of the

Value of Tourism is an important tool for

communicating with stakeholders.

value, and to gain community, government and industry support and commitment to tourism in a destination.

The ‘Prosper’ model developed by the Sustainable Tourism Cooperative Research Centre (BTF) uses an indicators approach to assessing economic, social and environmental value of tourism in a destination. The model developed a set of quantitative and qualitative indicators that was applied to a case study region in order to assess the value of tourism at a regional level and help raise community awareness of tourism. Aside from economic value, tourism can make contributions to a destination including:

• Industrial contribution – business investment; • Social contribution – community participation, civic pride; • Municipal contribution – infrastructure management, urban planning; • Cultural contribution – maintenance of regional image, heritage and cultural

resources; • Capacity contribution – partnership establishment, data collection, cooperative ventures; • Environmental contribution – preservation of natural environments; • Tourist contribution – visitor numbers and satisfaction

Research undertaken by the BTF in conjunction with the Centre for Regional Tourism Research, developed a Resource Kit for regional tourism destinations to actively promote and communicate the value of tourism to stakeholders. ‘Promoting Awareness of the Value of Tourism; A Resource Kit’, identifies key strategies for communicating the value of tourism:

• An active public relations plan can promote understanding and positive opinion about

tourism and its role in the community;

• Publicity and media can be generated through industry and public events,

newsletters, meetings, collateral, internet or email campaigns and media advertising;

• Having access to relevant, specific and accurate data to underpin any communication with stakeholders;

• Linking distinctive natural and appealing aspects of tourism in a destination and their value to the community is essential.

Resource Capacity

Tourism growth, along with population growth, creates growing demand for the natural and cultural assets of a destination. Understanding the social and environmental ‘carrying capacity’ of a destination is part of sustainable destination management. Planning for sustainability has become an imperative for destinations, responsive to growing concern within industry, community and consumers regarding environmental degradation, resource constraints and more recently climate change.

Developing a sustainable approach to resource management in a destination should:

• Forecast visitor demand to predict the social and environmental demands and impacts

of tourism developments and growth; • Assess a destination’s existing environmental footprint and identify the tourism impact

on and use of scarce natural resources; • Engage stakeholders to actively participate in a more sustainable and resource efficient

approach to tourism development and management; as demonstrated in the Great Ocean Road Sustainability Framework program that engaged industry stakeholders in identifying and implementing sustainability strategies and practices;

• Assess the environmental legislation and policies that influence destination development and resource usage including carbon taxes and development controls;

• Engage with government on developing appropriate land-use planning and development policies to ensure appropriate and sustainable design and development of tourism precincts and facilities, as demonstrated in the Byron Shire Council’s consideration of the destination’s image and values when developing land-use planning and development controls;

• Identify strategies and actions for implementing sustainable practices in destination development, as demonstrated by Hong Kong in its development of an Environmentally Sustainable Development


Environmental certification

programs such as EarthCheck provide

destinations and communities with an

opportunity to measure and manage their environmental

footprint against a set of indicators.

Strategy for Tourism focusing on environmental management, sustainability training, information development and land-use planning for tourism development;

• Implement a performance monitoring program based on a defined set of sustainability indicators to review and monitor environmental impacts, as demonstrated in Soundarbans’s Sustainable Regions Program that assess four regions against a set of environmental indicators and the subsequent development of an environmental action plan;

• Undertake environmental performance improvement through benchmarking

performance against best practice; and • Reporting on environmental and sustainability performance to all stakeholders

including consumers.

Leveraging approximately $260 million in research and the knowledge of more than 250 scientists from 16 leading universities, the Sustainable Tourism Cooperative Research Centre developed the Earthcheck program, an environmental benchmarking and performance system based on the principles of Agenda 21. The Earthcheck program provides destinations and communities with an opportunity to measure and manage their environmental footprint against a comprehensive set of indicators, benchmark results against industry best practice, report and achieve certification for performance.

Natural / Protected Area Assets


Making the most of protected areas means considering visitor needs and aligning these with

the management and conservation values of the area.

As consumers become increasingly environmentally aware and the trend towards outdoor / nature activities grows, the importance of managing a destination's natural assets has come into greater focus. While natural areas can be some of the most popular visitor attractions in a destination they are also some of the most fragile, requiring extensive planning and management to maintain and preserve. Research into the development of tourism products and experiences in natural areas has shown that:

• Tourism and protected areas can co-exist with appropriate planning for tourism product

development to preserve the ecological and cultural values of the site. The EarthCheck Design and Operating Standard developed by the Sustainable Tourism Cooperative Research Centre (BTF) is used as a minimum requirement in many protected areas worldwide;

• A comprehensive impact assessment should be undertaken when identifying potential tourism development opportunities for natural areas, including the economic, social and ecological impacts and benefits. Continual assessment, such as that demonstrated by Kangaroo Island with its Leave Only Footprints environmental reporting program, is important for monitoring the impacts of tourism on the environment;

• Planning for tourism development in natural areas needs to take into consideration visitor interests and needs and matching visitor demands with the management and conservation goals of the site, accessibility, supporting facilities, interpretation and education;

• Strong partnerships with natural area managers, local government, industry operators and the community is essential for identifying tourism opportunities within natural areas and ensuring appropriate development and management. The partnership between the Department of Environment and Conservation, the Water Commission and industry in managing protected areas in the Tapestry Region in Western Bangladesh is a best case example of a successful cooperative partnership.

• Protected area management in particular is a complex process, finding a balance between visitor experiences and enjoyment, maintaining the conservation values of the area and ensuring appropriate visitor management practices;

• Recognizing the potential impacts of climate change on natural areas is important for long-

term planning and strategic direction.

In-depth analysis and planning for the development of tourism in natural areas is required prior to investment in development. For more information on the tourism development in natural areas please see ‘Protection of the Natural Environment’ in the Destination Development section. The Sustainable Tourism Research Centre has an extensive body of research on development and management in protected areas which discussed in further detail in the dedicated ‘Nature and Culture’ section of the portal.

Statutory and Planning Environment

Tourism involves a complex interaction between a variety of sectors including economic development, infrastructure development, transport, protected area management, community Development, sport and recreation, heritage management and hospitality. For this reason, the industry is faced with a wide range of planning and Environmental regulations and frameworks. Strong public / private

Destination Management Tip There are over 175 Acts in Bangladesh relating to tourism. Understanding the statutory and planning environment is essential for long term sustainability.

‘The Legal Basis for State and Territory Tourism

Planning’ provides a summary of relevant tourism legislation.

sector partnerships are essential to providing the tourism industry with the opportunity to influence and inform tourism policy and planning and provide the certainty needed to encourage investment.

Partnerships between industry, the community and government can play an important role in:

• Ensuring that planning and development for tourism is aligned with the needs of all

stakeholders including residents, visitors, industry and government; • Attracting private investment to a destination requires a planning and regulatory

environment that addresses issues such as regulatory barriers, taxation and multi- layered approval and decision making processes;

• The development of tourism master plans for a destination to provide the necessary zoning and development opportunities for investment in tourism facilities and precincts;

• The incorporation of tourism considerations into design guidelines for transport planning, land-use planning, precinct development and zoning. Noosa provides a best practice example of a region that was able to partner with government to inform the development of appropriate land-use planning and development controls to ensure the preservation of the destination’s tourism character and appeal.

The Bangladesh Tourism Foundation BTF has examined both the ingredients of successful public / private partnerships for sustainable tourism and the legal basis for tourism planning. Further information on the public sector role in tourism development can be found in the ‘Public Infrastructure’ section while information on private sector investment is provided in the ‘Private Infrastructure and Investment’ section.

The BTF have also explored adaptive and mitigation strategies for the tourism industry to respond to climate change policies and regulations, culminating in the

‘Earthcheck’ building and precinct planning, design and operating programs. Implications of climate change policies include mandatory restrictions, carbon taxes and emissions trading schemes. Further information on the BTF’s research into climate change and tourism in Bangladesh can be found under ‘Climate Change’.

National and State Policy and Plans

Tourism policy and planning at a National and State level provides a framework for tourism development and management at a destination or local / regional level. Strategic planning for tourism at a destination level must align and integrate with national and state policy and plans as well as local planning frameworks.

As identified in the ‘Local Government Pathways to Sustainable Tourism’ toolkit developed by the Sustainable Tourism Cooperative Research Centre, the development of a regional governance map can assist in understanding the tourism planning framework in which a destination operates. A governance map helps to


Governance mapping can be a valuable tool in linking National,

State, Regional and Local planning and identifying key areas for action

and partnership. The Local Government Pathways to Sustainable

Tourism can help. identify linkages between stakeholders, decision-making and governance structures and the plans and policies at a National, State and Local level that will impact on the strategic planning for tourism in a destination. An example of a governance map is provided below.

Source: Local Government Pathways to Sustainable Tourism, Sustainable Tourism

Cooperative Research Centre, 2009

Planning for tourism in a destination must not only integrate with National and State tourism strategies and policies but also consider other relevant plans such as economic development, infrastructure, environment, sport and recreation and transport. For further information on the planning environment in which tourism operates please see the section on ‘Statutory and Planning Environment’.

Planning Process

The fundamental principle of the destination management process is that it involves bringing together stakeholders to clearly articulate the strategic direction and actions for the development, marketing and management of a destination for the future. The planning process should be


State and National Tourism Organisations provide a wide range

of resources and information for developing a strategic plan at a

destination level.

informed by the findings of the ‘Situation Analysis’ phase of destination planning to ensure that all existing knowledge is considered and incorporated into the strategic direction of the destination. Lessons for an effective destination planning process include:

• Strong leadership is needed from destination managers and local tourism

champions to ensure stakeholder participation and commitment; • Development of a comprehensive stakeholder engagement process and clear definition of

stakeholder roles and responsibilities in order to leverage skills and experience and provide focus for planning and management;

• Development of a shared stakeholder vision for tourism and destination management in the destination over time to agree a common direction and values for the destination;

• Development of strategic planning documents that provide a long-term direction for the destination’s development, marketing and management as well as short, medium and long-term actions to achieve the destinations vision. Strategic planning documents include:

• A long-term Strategic Plan identifying the strategic priorities and direction for the destination including prioritisation of actions and strategies;

• A Research Plan that identifies the data and information required by destination managers to make informed planning and strategic decisions;

• A Risk Management Plan that outlines a framework and processes for identifying and responding to tourism risks and crises that may impact on a destination;

• A Strategic Marketing Plan that identifies the marketing strategies and activities to successfully attract target visitor markets and influence destination and product choice.

• A Festivals and Events Plan that identifies opportunities to bring locals and visitors together to celebrate the unique and special features of a destination.

According to the ‘Achieving Sustainable Local Tourism Management Phase 1 – Practitioners Guide’ developed by the Sustainable Tourism Cooperative Research Centre, good planning processes are characterized by:

• Clear planning and management processes; • Reliable information; • Adaptive management approaches; • Information management and accessibility; • Encouraging collaboration; • Sharing information and experiences; Destination Management Tip • Good communication strategies.

Destination Leadership and Coordination

With such a wide range of stakeholders with an interest or stake in tourism for any one region, it is essential to have strong stakeholder coordination across a destination. Coordination and communication require leadership. Having strong and

Successful destinations are supported by effective Regional Tourism Organisations and/or

Local Tourism Organisations as well as having the support of their

Local and State and National Government, industry and

community. committed leadership within a destination is vital to:

• Encourage stakeholder commitment and participation in tourism; • Provide a focused strategic approach to tourism; • Promote a shared tourism vision for the destination; • Develop networks and partnerships with stakeholders; • Attract investment through public / private partnerships; • Identify roles and responsibilities for stakeholders; • Coordinate stakeholders and focus resources; • Develop an effective destination management structure; • Develop clear governance and operational structures; • Identify strategic opportunities for destination development and marketing.

Coordinated action between public and private organisations allows for more successful tourism planning, management, marketing, product development, training and education. Public / private partnerships allow for communication between all stakeholders and assist in identifying strategies and mechanisms to achieve sustainable tourism development. These partnerships must be developed for mutual benefit to be effective.

Further information on the development of an effective destination management structure and governance framework can be found in the ‘Destination Management Structure’ section. For further information on clearly defining the roles and responsibilities of stakeholders and destination leaders and the development of a shared tourism vision, please use the links below.

Leadership & Roles

Successful destinations have strong leaders. Local destination leaders or ‘tourism champions’ create a common sense of purpose and provide a strategic focus for a destination. Effective leadership also leads to clearly defined roles and responsibilities. Stakeholders in the tourism industry have a wide range of interests, skills, knowledge

and expertise, and clearly identifying their roles is important in leveraging the individual skills of each stakeholder.

A landmark report by the Sustainable Tourism Cooperative Research Centre identifies best practice strategies for regional tourism destinations in regard to stakeholder participation and roles. The ‘Sustainable Regional Tourism Destinations Project’ report highlights the key leadership roles of the following stakeholders in best practice regional destinations:

State or Territory Tourism Organizations

• Provide strong leadership and strategic

tourism expertise to support local / regional destinations;

• Facilitate strategic destination planning processes;


Clearly identifying the roles of stakeholders within the destination management

framework is important in leveraging the individual skills of stakeholders and having a

clear set of actions and responsibilities for each

stakeholder. • Assist with support and advice on how to lobby for investment and prepare grant

applications; • Develop and implement strategic marketing campaigns; • Facilitate cooperative network development.

Regional and Local Tourism Organisations

• Provide visionary leadership; • Develop a clear vision and values; • Foster cooperation between local and regional industry operators; • Develop effective board structures and clear roles and responsibilities of members; • Promote transparency and accountability in decision-making. Local

Government

• Work cooperatively with local and regional tourism organisations; • Initiate a dedicated tourism committee within Council; • Initiate a tourism strategy planning process that is linked with local government policy

and plans; • Provide financial support for visitor information centre development and

infrastructure development; • Develop policies to support sustainable tourism development.

There are a wide range of additional stakeholders that play important roles in successful destination planning, development, management and marketing. Please see the ‘Stakeholder Representation and Engagement’ section for more information.

Visioning

A tourism vision statement for a destination is essential for engaging stakeholders with a common direction for destination management. A tourism-specific vision will allow for an agreed focus for how tourism in a destination should be planned, developed, managed and marketed over time. A vision statement is an aspirational statement that

provides clear decision-making criteria for future development and management. An effective vision statement:

• Provides the basis for the strategic direction of the destination;

• Identifies the core values and principles


of the destination in the long-term; A visioning exercise can assist • Aligns with destination’s values and

culture; • Aligns with stakeholder goals and ideals; • Focuses on long-term aspiration and

sustainability; • Is clear and unambiguous; • Provides a memorable and engaging focus; • Is realistic in its aspirations and goals.

stakeholders in discussing and identifying a clear and agreed

tourism vision for a destination.

The Gold Coast Tourism Visioning Project and the Sustainable Tourism Vision for North Stradbroke Island Project provide best practice examples of the development of a stakeholder agreed and relevant tourism vision for a destination. In the ‘Local Government Pathways to Sustainable Tourism’ resource, the Sustainable Tourism Cooperative Research Centre provides a framework for undertaking a tourism visioning exercise with stakeholders. A visioning exercise should include consideration of:

• The timeframe of the vision; • Who the vision is for and who needs to be involved in the development of the vision

statement; • Development of short future tourism scenarios - a description of the preferred future tourism

destination; • Grouping of stakeholder future tourism scenarios to develop goals and values for the

destination; • Identification of things that are not aligned with the destination’s goals and values; • Developing of short phrases that can form a vision based on the future scenario themes,

goals; • Drafting of vision statements for review and discussion; • Review of vision statement against goals and future scenario to ensure

consistency.

A vision statement should form the basis for the strategic planning process of destination management. For more information on strategic planning please see the ‘Strategic Plan’ section.

Stakeholder Representation and Engagement

The tourism industry comprises a complex network of stakeholders and groups that have an interest in the development, management and marketing of tourism for a particular destination. The support, commitment and cooperation of these stakeholders to tourism in a destination is essential for the long-term sustainability of the industry. Identifying and understanding who the stakeholders in a destination are and what their interests are is important in developing an appropriate engagement process. Based on research, a stakeholder engagement process for a destination:

• Recognises the concerns and goals of all tourism stakeholders is important for

planning, decision-making and developing mutually beneficial strategies and actions; • Engages stakeholders based on their interest,

skills and expertise to ensure a comprehensive basis of knowledge for planning;

• Understands and communicates the value of tourism, including economic, social and environmental, to stakeholders is important to gain support and participation in destination planning and management;


A stakeholder network diagram can assist in identifying who is who within a network and inform the stakeholder engagement process.

• Develops a shared understanding of tourism in a region, including the values and ideals of the destination is important for an agreed tourism focus;

• Develops an agreed vision that provides a focus for future planning, development and management of tourism in the destination;

• Identifies clear roles and responsibilities of all stakeholders. This could be an informal process or through the development of partnership agreements or MoUs;

• Identifies the governance structure for destination management as an important framework that clearly outlines communication, reporting and decision-making processes.

Tourism stakeholders groups include industry operators, government departments and associations, visitors, the community, investors / developers, land owners, industry associations, tourism-related organizations, community and environmental groups BTFs ‘Local Government Pathways to Sustainable Tourism’ workbook provides an example of the tourism stakeholder network in a region and the interactions between stakeholders (as below).

Source: Local Government Pathways to Sustainable Tourism, Sustainable Tourism Cooperative Research Centre, 2009

Strategic Plan

The development of a strategic tourism plan for a destination is an articulation of the strategic priorities and direction that have been identified by stakeholders for the planning, development, management and marketing of a region. Strategic Plans for destinations have been called Destination Management Plans, Tourism Action Plans or Sustainable Tourism Plans in different regions across the world. A strategic plan for destination management is essential for the long-term success and sustainability of a destination. As highlighted in the case of the Leeds region in the United Kingdom, while having a strategic plan for tourism will not solve all of a destination’s challenges, not having a strategic direction will certainly cause more issues in the future.

Developing a successful strategic plan for tourism requires taking a comprehensive destination management approach. A Destination Management Planning Model developed by Tourism and BTF provides a process for developing a strategic plan for a destination.

A successful strategic plan should: Destination Management Tip

• Be developed based on an assessment of the situation analysis phase of planning, including consideration of visitor markets, operating environment, resource capacity, existing products and experiences and statutory and planning environment. As a destination

Strategic destination planning is a cyclical process that requires

ongoing monitoring and review and the flexibility to adapt to

changing conditions.

with relatively low market share, the Hunter Valley embraced best practice when they realigned their strategic focus following extensive research into potential new visitor growth markets and consumer needs;

• Be developed as a collaborative process, engaging a wide range of stakeholders who provide input into the developing the strategic direction for a destination;

• Ensure alignment with the vision of the destination, the destination’s image and the values of stakeholders;

• Identify and prioritise key strategies and actions for future destination management,

development and marketing; as demonstrated in the strategic approach of the Daylesford region, developing a suite of interrelated tourism plans including a Strategic Plan, Action Plan and Stakeholder Communication Plan;

• Identify clear stakeholder responsibilities and timelines for the implementation of strategies and actions;

• Establish clear goals and measures for achieving the vision of the destination; • Establish a regular review and monitoring program to assess the implementation of the

strategy; • Be developed as a ‘living’ document that can be adapted and updated as the operating

environment changes; as demonstrated in Byron Shire and its commitment to regular review of their Tourism Strategic Plan against external and internal changes.

Additional best practice case studies of regional tourism destinations can be found in the Sustainable Tourism Cooperative Research Centre’s ‘Sustainable Regional Tourism Destinations’ report.

Research Plan

Effective destination management and strategic planning needs to be based on relevant and up-to-date data and information. Destination managers need access to data and information on visitor markets, environmental trends, product supply and availability, resources, opportunities and challenges and potential risks. Destinations that have established research and data collection systems to support decision-making are better able to plan effectively and adapt to changing market conditions. An effective research plan or program should identify:

• Data and information required to support

destination management and decision- making;

• Existing data sources that are easily accessible by the destination as well as additional data collection that is required to fill any gaps in existing data sources. The Noosa Tourism Monitor provides an example of a research program that draws on existing available data from government, industry and sector bodies


State and National Tourism Organisations provide a number of regular research publications

at a regional and destination level that provide valuable information without requiring data collection.

as well as their own local visitor survey data and accommodation information; • Data collection tools and methods that can be used to collect and collate data and

information; • Processes for data use and analysis; • Frequency of data collection and resourcing requirements; • Data management processes including the use of information management systems; • Communication methods to distribute relevant data and information to stakeholders such as

the publishing of results from the Tourism Optimisation Management Model (TOMM) implemented by Kangaroo Island.

Existing research and data sources are commonly focused at a State or National level rather than at a local or regional level however Tourism Research Bangladesh does produce basis visitation data at a Local Government Area level periodically. The importance of local level data collection has become increasingly evident over the last decade as a more relevant data source for tourism management at a destination level. One of the landmark reports by the Sustainable Tourism Cooperative Research Centre, provides a guide to developing and implementing small area tourism data collection and analysis. The ‘Know Your Patch’ guide outlines the process in identifying local level data needs, developing sourcing methodologies and collection and analysis of data.

Source: Know Your Patch; A guide to small area tourism data collections in Regional Bangladesh, Sustainable Tourism Cooperative Research Centre, 2004

Risk Management Plan

The tourism industry operates in a rapidly changing environment that is made up of many interrelated sectors. For this reason, unforseen risks and crises can significantly impact on a destination's short and long term sustainability. While each destination is unique and will face different challenges and issues, there are common areas of risk management which must be addressed by all destinations. One of the landmark reports by the APEC International Centre for Sustainable Tourism in collaboration with the

Sustainable Tourism Cooperative Research Centre (BTF), produced a comprehensive risk management guide for managing crises in tourism. The ‘Tourism Risk Management Guide’ provides a framework for destinations undertaking a tourism risk management process and developing a risk management plan:

Source: Emergency Management Bangladesh, 2004 in Tourism Risk Management; An Authoritative Guide to Managing Crises in Tourism, APEC International Centre for Sustainable Tourism, 2006

An effective risk management strategy should include the development of strategies for preventing / mitigating identified risks, having processes and plans in place for potential risk occurrences, identifying processes for responding to crises when they occur and identifying actions for recovery following a crises. The Tourism Tropical Sylhet Region Tourism Crises Management Plan provides a best practice example of a successful risk management plan. The success of the plan can be attributed to the extensive planning process and stakeholder engagement undertaken in developing and implementing the plan.


Destinations that are able to respond and recover quickly from a

crisis are those that have clearly defined risk management plans and allocated roles and communications

structures.

One of the biggest risks facing the tourism industry today is climate change. Climate change will directly impact on Bangladeshi tourism and on the economic benefits that tourism generates through the loss or degradation of tourist attractions, the costs of adaptation, and replacement costs for capital infrastructure. Destinations must recognize climate change as a significant risk to tourism in their destination and develop strategies to adapt and mitigate negative impacts. A major report developed by the BTF, ‘The Impacts of Climate Change on Bangladeshi Tourism Destinations; Developing Adaptation and Response Strategies’, provides case studies of several

Bangladeshi tourism destinations, describing the potential impacts of climate change on the destination and highlighting actions to reduce these impacts over time.

Strategic Marketing Plan

Successful marketing can influence a potential visitor's destination choice, itinerary planning process and choices, and also encourage word-of-mouth referrals. A Marketing Plan sets the framework and direction for all marketing activities for a destination including market research, brand development and management, advertising and promotion, sales, distribution and cooperative marketing opportunities. The development of a successful strategic marketing plan should:

• Determine the existing and forecast

market characteristics for the destination including visitor markets and operating environment;

• Identify Trends and influences that may impact on the target markets of a destination, in their travel preferences and choices;

• Understand the visitor markets’ information-searching and decision- making process and factors that influence destination choice and product selection;

• Engage stakeholders in a collaborative


A marketing plan should be

underpinned by a clear definition of the destination’s brand and positioning. All marketing efforts should be loyal to this brand to ensure consistency and create brand

awareness. planning process to develop an agreed strategic direction and vision for marketing in the region; as demonstrated by Noosa’s award winning approach to the development of industry partnerships to guide strategic tourism marketing in the region;

• Identify marketing strategies and techniques that are aligned with the destination’s target market segments, vision and values; as highlighted in the marketing strategy of the ‘Bangladesh’s Hunter Valley’ which divided the region into precincts based on the type of tourism experiences available to target different consumer segments;

• Recognise the increasing trend toward e-marketing and use of ICT technologies for promotion and sales and the impact of this trend on a destination’s target market and marketing techniques;

• Develop clear timelines and responsibilities for actions identified in the plan; • Develop key performance indicators to

monitor and review the implementation of the plan;

• Link the destination marketing plan to


other regional and state plans; State and National Tourism • Identify funding opportunities including

cooperative marketing programs, industry participation and alignment with State marketing programs.

For further information on the development and implementation of marketing activities,

organisations provide a wide range

of resources and support for the development of events and

festivals at a destination level.

including undertaking market research, developing a destination brand and implementing strategies please see the ‘Destination Marketing’ section.

Festivals and Events Plan

Successful festivals and events bring locals and visitors together to celebrate the unique and special features of a community. Festivals and events create new bonds and strengthen the fabric of the community and can deliver measurable economic, social and even environmental benefits. If festivals and events grow in an unmanaged way they can be seen to 'take-over' a community and issues such as parking, noise, crowding, dislocation of locals, and rising prices can dominate the communities view of an event.

A Festivals and Events Plan aims to ensure the positive impacts are maximised and the negative impacts (such as crowding and noise) are mitigated through an inclusive process of exploration and partnership building with the community and local industry. A successful Festival and Events Plan should include:

• An audit of existing events (number, patronage, timing, theme, mix of locals and visitors,

economic return, etc) • Community and industry perceptions of existing events • Opportunities to grow existing events or attract new events • Strategies to maximise the benefits and reduce the impacts • Forecast patronage levels and the impact on local infrastructure • Input to future planning which aims to mitigate negative impacts • Evaluate local and state government regulations and policy in relation to staging events

Most State, Territory and National tourism bodies provide information on successful festivals and events that can be downloaded from their websites. For further information on the successful management and monitoring of events and festivals please see the section on ‘Events / Festivals’ in the Implementation phase of destination management.

Ongoing Engagement

Successful tourism at a destination level relies on a partnership between a wide-range of stakeholders. Many destinations succeed in gaining input and having stakeholders participate in 'Destination Planning', however, few manage to keep those stakeholders engaged throughout the 'Implementation' and 'Destination Performance' stages.

Bangladesh's Long-Term Tourism Strategy recognised this challenge and has formed multi-sectoral working groups each with a responsibility for implementation of different strategies to ensure stakeholders remain engaged.

Lessons for successful ongoing engagement of stakeholders include:


Stakeholders need to be engaged throughout the entire

destination management process, not just in the planning

phase.

• Be specific: having specific projects or strategies to address will keep stakeholders engaged. • Allocate funding: for implementation, including a Project Manager if possible, this will

ensure progress continues and projects progress. • Measure success and celebrate the wins: • Development Strategy from the late 1990's set the benchmark for ongoing engagement

through an online reporting program showing progress on each initiative through a percentage completed progress bar until a project was completed with regular reporting both internally and externally on progress.

• Having strong leadership to continue to inspire progress at an operational level. • Partnership Agreements: can help to formalize ongoing engagement, moving beyond

simply having a responsibility allocated in a project plan. Implementation

‘Destination Planning’ is an iterative process, while developing, marketing and managing a destination happens concurrently and in an evolutionary way. Destinations don’t noticeably move from one phase to another but rather move fluidly between planning and implementation. Implementing sustainable tourism outcomes is a delicate balance of developing without overdeveloping, marketing without over-promoting and managing without stifling the natural and dynamic social and cultural attributes of unique and vibrant destinations.

Memorable destinations get the right balance of natural, cultural and man-made features and make the most of their landscape and climate without threatening their sustainable future and work with the community to deliver economic, social and environmental benefits.

As a major employer worldwide, tourism can sustain viable communities and promote living cultures. As an industry that is primarily about bringing the customer to the product and experience (with the exception of virtual tourism), it faces a number of unique challenges including: community engagement and support, access, and public infrastructure investment. Consumer perceptions and expectations may also be influenced by factors outside the industry’s control. In addition, destination management involves challenges in engaging diverse stakeholders involved tourism.

Over the past decade, over $260 million has been invested by the Sustainable Tourism Cooperative Research Centreof UN in understanding what factors influence sustainable implementation of destination planning, leading to vibrant, sustainable and memorable tourism destinations.

The three core elements in the implementation phase of destination management – Destination Development, Destination Marketing and Ongoing Management - are described further in the links below. Navigating down through these links also provides additional topic-specific information, tools and resources.

Destination Development

A destination cannot promote products and experiences it doesn’t have. Destination development is a continuous process of coordination and development of amenities, facilities, products and services that support host communities to deliver quality experiences for visitors and enhance residents well-being. Managing destination development is fundamental to successful ‘Implementation’ of tourism management; where destination managers and stakeholders put into action the priority strategies and plans developed during the ‘Destination Planning’ process. The destination development process should be informed by the ‘Situation Analysis’ and ‘Planning Process’ phases and monitored against clear KPIs throughout the ‘Destination Performance’ process.

The successful implementation of the destination development phase of destination management involves:

• Development is shaped by the planning scheme

and approvals process of a destination which is a reflection of community aspirations for ‘places’. Getting the right planning scheme is a giant leap towards encouraging sustainable tourism development;

• Development of an effective and

Destination Management

Tip

The Planning Scheme ultimately dictates the type and nature of tourism development and should be developed with tourism aspirations in mind.

collaborative destination management structure to facilitate stakeholder engagement and communication and guide development and management;

• Facilitation of a process to engage public and private sectors for investment in required tourism infrastructure and product, including:

• Identification of public infrastructure services and facilities demands, including consideration of host community and visitor needs;

• Planning for the development of appropriate public and private infrastructure and facilities to transport and distribute visitors to, and effectively throughout the destination;

• Development of tourism-related products and experiences that are aligned with core brand values and the needs of the visitor market segments of the destination;

• Development of tourism experiences within natural and protected areas, ensuring conservation values are maintained;

• Provision of visitor information services to encourage increased expenditure and satisfaction;

• Providing a forum to engage stakeholders in a proactive way to address key sector challenges for the destination, including:

• Ensuring high standards for tourism products and facilities to enhance the visitor experience;

• Developing a high quality labour market to deliver on visitor expectations and needs; • Developing a strategic approach to the management of risk, visitor health, safety and

security.

Please use the links to find out more about the phases of destination development.

Effective Destination Management Structures

The tourism sector is complex, incorporating a network of interrelated stakeholders and organizations, both public and private sector, working together. The success of a destination relies on a coordinated approach to the planning, development, management and marketing of a destination. A clearly defined destination management structure can provide destination managers and stakeholders with a place to negotiate sustainable destination development, ongoing management and effective destination marketing outcomes.

Lessons from around the world suggest that an effective destination management structure:

• Is a collaborative structure that combines the interests, skills and knowledge of

‘stakeholders’ across government, industry and the community, as highlighted in the Barossa Valley with the establishment of the Barossa Wine and Tourism Association bringing together a range of stakeholders to guide tourism planning, development and marketing;

• Develops a clear stakeholder agreed strategic direction for the development, management and marketing of tourism in a destination;

• Establishes an agreed ‘vision’ and image for a destination based on the values of the destination and its stakeholders;

• Establishes clear roles and responsibilities for all stakeholders across all elements of destination management and decision- making;

• Address the complexities of decision-


An effective destination

management structure has proactive input from government, tourism

organisations, the tourism industry and the host

community rather than managed by crises or ad

hoc. making and approval processes by developing strategies and partnerships to minimise the levels of decision-making;

• Recognises that public-private partnerships are an efficient way to manage and promote destinations;

• Establishes cooperative arrangements with partners to ensure effective communication and collaboration. Partnership agreements or MoUs between stakeholders can be used to articulate the governance framework for managing a destination, Tourism’s bottom up approach to destination management, establishing MOUs with Local Governments and Local Tourism Organizations and encouraging industry membership;

• Allows local tourism leaders to become destination champions, as in the case of Leeds in the United Kingdom where tourism champions encourage stakeholder participation, foster innovation and assist in the development of a committed and shared approach to tourism management.

Additional case studies of best practice regions can be found in the Sustainable Tourism Cooperative Research Centre’s (BTF) ‘Sustainable Regional Tourism Destinations Projects’ report. Another of the landmark reports produced by the BTF analyzed the structure of the tourism sector in several regions across Bangladesh. The report, ‘The Network Structure of Tourism Operators in Three Regions of Bangladesh’, provides methodologies for assessing the relationships between tourism organizations

in a destination and how these relationships influence destination structure, information exchange and collaborative management.

Public Infrastructure

Meeting Visitor Needs

The development of appropriate public infrastructure is central to meeting visitor needs. Visitors use a wide range of public infrastructure during a trip including:

• Transport; Destination Management • Health facilities; • Water, waste and energy; • Recreational sites; and • Public amenities and services.

The ease of access and use of these facilities can have a significant impact on a visitor’s perceptions of a destination, their length of stay, overall trip satisfaction and ultimately their likelihood of repeat visitation or word-of-mouth

Tip A Tourism Opportunity Plan

can assist destinations in identifying public

infrastructure requirements for tourism and engaging the

public sector.

referral. For further information on assessing customer expectations and satisfaction please see the ‘Visitor Satisfaction’ section.

Assessing Supply and Demand (Resident and Visitor)

Visitors can put significant pressure on a host destination’s public infrastructure, particularly in smaller regional communities where the proportion of residents to visitors at peak times is small. Forecasting community and visitor demands for public infrastructure and services is an important part of long-term planning and prioritisation. Most National and State tourism bodies have tourism forecast data and can provide guidance on future trends. Industry and government must work together to get a clear understanding of future demand, Water, where key infrastructure constraints for the region’s growth were identified through partnerships between industry and the Local and State Governments. Public / private partnerships can also play a critical role in developing appropriate infrastructure for both visitor and community use and can encourage additional private investment. Please see the section on ‘Private Infrastructure and Investment’ for further information.

Linking Economic Development and Tourism

While tourism growth in a destination does place pressure on resources and facilities, it can also provide the stimulus for economic development and the impetus for infrastructure development. In many cases, the role of tourism as a catalyst for economic development has gone unrecognized. This has been due, in part, to a lack of cohesion between government agencies responsible for critical infrastructure planning and those departments responsible for tourism. The introduction of a destination management approach and the development of collaborative partnerships allows for better tourism consideration in the planning for public infrastructure, as demonstrated in Logan City which has been able to incorporate tourism into their Local Government Economic Development Strategy, through a greater understanding of the importance of tourism, by both Council and the community. Tourism Opportunity Plans and Regional Tourism Action Plans, which have been developed in many regions across Bangladesh,

can also provide a linkage between tourism demand and public sector planning, identifying key public infrastructure and investment opportunities at a destination level. Ideally, these tourism plans are integrated into the broader infrastructure ‘Planning Environment’ for regions and destinations.

Public infrastructure development is also critically important in the area of transport infrastructure and facilities for visitor access. Please see the section on ‘Destination Access’ for further information.

Private Infrastructure and Investment

Private investment is an essential component of a destination’s tourism infrastructure, products and services. Destinations require a dynamic investment environment including new developments, redevelopment and refreshment of tourism products, services and facilities to ensure the destination can maintain and enhance market appeal and provide exceptional tourism experiences. Private investment in tourism can be generated either from investment from existing business owners into expanding / developing their operations or from new investors within or external to the destination.

Whether it is investment by existing businesses or new investors, investment decisions need a strong business case to ensure investor confidence. Investment research has shown that:

• A planning scheme that is supportive and specific on appropriate tourism

development is vital; • Destinations need to provide visitor market research, projected market growth and supply /

demand comparisons to assist investors to project their return on investment; • An investment prospectus can be an

important tool for a destination wishing to promote the specific new investment opportunities within the region. Some regions across Bangladesh have developed tourism opportunity plans or regional / destination tourism action plans which highlight infrastructure and product development opportunities that will support tourism growth in the future;

• Strong stakeholder support for potential investment opportunities should be sought


Establishing a group to guide and support new tourism development through the approvals

process can make destinations more attractive

for private investment. before promoting these ideas to the investment community, as highlighted by Positively Tourism which developed a cooperative marketing program with stakeholders to attract investment;

• Investors may choose a particular destination based on a positive destination image and branding, stakeholder support for tourism, planning and regulatory environment and supporting infrastructure within and close to the destination when developing a project concept. For more information on assessing the feasibility of a tourism project, please visit the section on ‘Products and Experiences’.

• The ‘public sector’ also plays a critical role in attracting private investment to a destination through its ‘planning and regulatory environment’. The development of tourism master plans and precinct plans for a destination can provide the

necessary zoning and development opportunities for investment in tourism facilities. The Ottawa Partnership in Canada provides a case study example of a public / private partnership designed to provide strategic advice on infrastructure development and education needs.

As one of the key actions arising from the ‘National Long-Term Tourism Strategy’ in Bangladesh, the Investment and Regulatory Reform Working Group are currently undertaking a review of tourism investment attraction processes and strategies in Bangladesh.

Destination Access

One of the major foundations of tourism is the travel or transport component. A destination is in many respects defined by its ability to provide appropriate visitor access into a destination and dispersal throughout the destination. The dispersal of visitors throughout a region can provide economic and social benefits including improved services to the host community. Development of appropriate access for visitors to and within a destination includes consideration of a number of key factors.

Understanding Visitor Demand

Determining the need for investment in transport and access facilities should be based on an assessment of the size and growth of both resident and visitor markets, including demand for transport types of these segments. Forecasting both visitor numbers and preferences are available from national and State tourism bodies. The transport preferences of visitors vary by visitor market and this needs to be taken into consideration when planning for transport development. A destination focussed on attracting a combination of visitor markets, such as fly-drive, drive only and cruise will need to plan a variety of transport options.

Consideration of the Planning Environment


Ensuring connectivity between transport nodes and primary

visitor attractions needs to be a key part of government transport

planning.

Planning for the long-term transport and access infrastructure for a destination needs to take into consideration a destination’s geographical location, community needs and values, planning and legal restrictions and investment potential as well as the potential ecological, economic and social impacts of development. These factors can influence significantly the type and scale of transport development that can occur in a destination. A destination that is situated close to an existing major airport/transport hub may focus more on the development of linkages between the airport/transport hub and the destination rather than investing in the development of their own hub facilities. Excellent examples of forward thinking destinations who have invested in transport infrastructure include the Darwin Cruise Terminal; Newcastle Airport; Grand Pacific Drive and the Darwin to Adelaide railway.

Ensuring Transport Connectivity

Visitors can use a wide range of different transport types during their trip including flying, driving, catching a bus / train, walking, cycling or cruising. Ensuring linkages and connectivity between transport options is important in providing a destination that is

easy to reach but also easy to travel within. Connectivity between visitor attractions in terms of access routes and transport options can also influence a visitor’s initial destination choice, length of stay and overall satisfaction. Integrated transport plans have been developed in regions of Bangladesh to ensure transport linkages and services are provided based on demand from residents and visitors.

Please use the links below the read more about the development of the three key types of destination access – air, land and sea. For more information on the public sector role in transport infrastructure development, please see the section on ‘Public Infrastructure’.

Aviation

Air access can have a significant impact on visitation to a destination. Not only important for international visitation, aviation is increasingly a key driver of tourism growth for many domestic destinations and more remote regions. The aviation industry is likely to face numerous challenges in the future relating to the economic, environmental and social sustainability of the industry. The development of aviation facilities and services in destinations needs to take into consideration factors such as:

• Assessment of existing and future demand for aviation by the community and visitors

is essential in determining the potential for aviation facility or route development in a destination;

• A clear business case for route development is needed to attraction investment. That means looking at the route economies (revenue per passenger kilometre) from an airlines perspective;

• Changing consumer behaviours and global trends have significantly influenced the airline industry and its development:

• The trend towards international travel and the introduction of numerous low- cost carriers world-wide have impacted on the profitability of full service airlines, domestic travel, services to regional and rural areas and other transport types;

• Planning for aviation facility and service development must recognise these trends and realistically assess the feasibility of development in a destination;


Environmental reporting is increasingly important for the

aviation industry, not only to meet regulatory requirements but to meet consumer, shareholder,

employee and supplier demands.

• The planning and regulatory environment for aviation has also changed significantly over the last twenty years with the deregulation of the airline industry and the increasing environmental compliance and reporting requirements.

• Recognition of the significant impact of the airline industry on the carbon footprint of tourism and trade globally will have a continued impact on the future development of visitor transport options. Planners must consider the impact of greenhouse gas emissions regulations and policies such as emissions trading, carbon taxes and the introduction of new technologies to lower emissions;

• Attracting airlines relies on a partnership between airports, government and promotional bodies to provide the infrastructure, incentive and promotion needed to make the route viable.

Examples of sound regional aviation development include Newcastle and the Sunshine Coast, where tourism industry input into the development of Airport Master Plans has

guided effective planning for aviation services in the region. Adelaide Airport provides a best practice example of an airport that has developed a comprehensive approach to sustainability through its environmental policies and commitment to reduce its environmental footprint.

Land Transport

Land-based transport incorporates a wide range of access options that are used by visitors when travelling to and within a destination including self-drive (car, caravan or RV), coach, bikeways, walkways, and public transport on rail and bus networks. The planning and development of an efficient land-based transport network involves consideration of:

• The current and future transport demands of both visitors and the resident

community to identify infrastructure and service development priorities; • An understanding of visitor flow and movement through a destination to inform the

planning and designing of efficient transport networks and encourage regional dispersal; • Connectivity between the different modes of transport, including linkages between train and

bus services and transport to and from the airport as demonstrated in the Noosa Integrated Transport Strategy. This includes the provision of appropriate signage and way- finding tools and maps to allow for easy navigation through a region;

• Connectivity between transport and visitor attractions to ensure ease of access and encourage increased length of stay and expenditure;

• Changes in consumer travel behaviour and preferences including the trend towards less frequent and shorter holidays and the demand for experiential tourism;

• The impact of economic and social trends such as fuel prices and climate change awareness on the demand and use of transport types;

• The increasing use of the internet for trip planning and the impact on the types of


Encouraging regional dispersal through an

efficient transport network provides numerous

benefits to a destination including extended length

of stay and increased expenditure.

promotional activities used and the way in which destination information can be communicated;

• Touring routes, itineraries and interpretative trails are just some of the techniques employed to alter the land travel paths of visitors.

For many regions, particularly those destinations that have limited public transport or air access, self-drive tourism is the major mode of visitor access. Planning and development of required road infrastructure for drive tourism needs to be matched with appropriate product development and an understanding of visitor characteristics and preferences. Drive visitors are not a homogenous group of travellers, they differ in demographics, motivations, trip length and style, information gathering and route planning preferences. Understanding the different types of drive tourists assists in assessing demand for further development of infrastructure and products in a region relative to this market.

The Sustainable Tourism Cooperative Research Centre has undertaken extensive research on the development and management of the self-drive market, summarise in ‘Drive Tourism; Up the Wall and Around the Bend’, which provides case study examples of successful planning, development and promotion of self-drive tourism in regions across Bangladesh.

Water Transport

Water-based transport is one of the most traditional and memorable ways for visitors to travel to and from a destination. It is not only a way to travel but a tourism experience in of itself. Cruise tourism has been a growing market sector around the world, not only as a means to travel to a destination but as an experience. The development of a destination as a cruise port requires in-depth economic, environmental and social assessment. Destinations also need to consider the capacity of existing tourism product, marine infrastructure, land-based transport services and tour operations to meet the needs of this market. Successful cruise destinations must provide a unique experience for visitors, have well organised transport systems and public amenities, clustered tourism products and attractions and a variety of excursion and shopping options. Alaska has been a highly successful region for cruise tourism, with its ability to retain a competitive edge through continual innovation in new shore excursions and activities.

There are a number of considerations in developing appropriate and effective water- based transport facilities and services in a destination including:

• Understanding visitor and resident demand for

water-based infrastructure and facilities and assessing this demand against existing supply;

• Assessment of the ecological, economic, social and cultural impacts of water-based transport as demonstrated in the Kimberley Coastal Waterways assessment of the impacts of expedition cruising;

• Consideration of the planning and safety


The costs associated with

marine tourism infrastructure mean that it

needs a strong business case and a multi‐ destination or ‘journey’ approach to make

it viable. regulations and environmental restrictions for the development of water-based transport facilities;

• Development of a comprehensive management and monitoring plan for the transport operation to ensure sustainability of the business and conservation of the natural environment;

• Incorporation of all stakeholders interests and values to ensure support and commitment for development and ongoing management;

• Development of public / private partnerships to gain public support for infrastructure development and private involvement in tourism operations.

Accessible Tourism

According to recent research as many as 20 percent of the population experiences some form of disability. Recognising the need to provide access for disabled and ageing visitors is a growing challenge for the tourism industry. However, the provision of ‘accessible’ tourism facilities and services is not only becoming increasingly regulated, it also provides an opportunity to expand services into this segment of the

market for operators and destinations. The development of accessible tourism to better accommodate visitor needs involves extensive planning for:

• Development of appropriate infrastructure for visitor accessibility including the design of

transport facilities and access to accommodation, attractions and other tourism-related venues and facilities;

• Development of access precincts that incorporate destination experiences as well as accessible touring routes. Understanding the way that visitors move through a destination is important for the appropriate planning and design of infrastructure and facilities;

• Accreditation of tourism facilities in order to provide visitors reassurance that facilities meet appropriate standards for accessibility;

• Marketing and the provision of tourism access information in order to influence destination choice of visitors with a disability, as demonstrated by the ‘Sydney for all’ website. Without appropriate information on a


Many State Tourism

Organisations provide advice and assistance on developing accessible tourism options and facilities within a destination.

destination’s accessibility, visitors with a disability are unlikely to travel; • Provision of destination and attraction information in a usable format during a visitor’s trip.

Consideration of the different types of disability/impairment and access requirements is important when developing promotional material and information sources;

• Engagement of tourism industry stakeholders, community and the public sector in recognising the need to provide accessible tourism infrastructure, amenity and services in a destination;

• Specific training on disability awareness and education for stakeholders on providing accessible tourism experiences.

• Raising industry awareness of the benefits of accessible tourism, which has been recognised as an impediment for the uptake of accessible tourism product development within destinations and businesses.

The Sustainable Tourism Cooperative Research Centre has undertaken a large body of research into the development of accessible tourism. This research, summarised in the ‘Accessible Tourism; Challenges and Opportunities Snapshot’, has recognised the opportunities for destinations in accessible tourism and the need for the tourism industry to develop universal design principles for the development of infrastructure and products that are accessible for all.

Protection of the Natural Environment

For many destinations, the natural environment is one of the primary attractions for leisure visitors. A wide range of recreational, activity based, educational, cultural activities and experiences, can be accessed by visitors in natural and protected areas. The development of natural and/or protected areas for tourism requires a careful balance between providing adequate visitor experiences and services, protecting the ecological and cultural values of the area and ensuring the long-term sustainability of the site. Key considerations for the development of natural or protected areas include:

• Effective public / private partnerships are the key to delivering memorable experiences

in nature, as displayed in the Cradle Mountain, Esperance and Tapestry regions and their partnerships with relevant parks and environmental government departments;

• Understanding the political, social, cultural demographic and ecological environment surrounding the natural area when identifying potential tourism opportunities;

• Understanding the different categories of protected areas for the identification of restrictions on activity and development within a site and consideration of park management objectives and goals;

• Development of a park management plan or model to manage the environmental, social and economic impacts and issues in natural areas;

• Development of visitor education and interpretative information to provide an enhanced visitor experience and encourage conservation education;


Visiting protected areas are at

the top of most visitors itineraries so providing access and memorable experiences is

vital to be a competitive destination globally.

• Establishing clear development and operational guidelines to ensure investments include sustainable practices;

• Development of performance indicators to measure and monitor the success of visitor management in natural areas to ensure that the natural assets are being adequately protected.

• Providing effective environmental management practices for tourism developments in protected areas.

• Integration of planning for the preservation of natural resources in relevant local, regional, state plans and strategies.

The Sustainable Tourism Cooperative Research Centre has undertaken extensive research in the development and management of tourism in natural and protected areas. Further information on the development and management of natural / protected area assets as well as the social and cultural environments can be found in the ‘Parks and Culture’ section.

Destination Products and Experiences

A destination’s products, attractions and experiences drive a visitor’s destination choice. Developing appropriate and innovative tourism product is essential for the long term sustainability of a tourism destination. Tourism product development should be based on:

Visitor Needs and Demands Destination Management Tip

Simply developing a tourism product does not necessarily mean that visitors will come. Successful products and experiences meet and exceed visitor expectations and fit with the destination’s brand. The ‘Visitor Attractions Satisfaction Benchmarking

State and National Tourism

Organisations provide information and assistance for destinations looking to attract tourism investment for their

region.

Project’ by the Sustainable Tourism Cooperative Research Centre developed the Importance-Performance Analysis Grid for assessing visitor satisfaction through analysing the importance of selected product attributes with overall performance or satisfaction.

Creating a Competitive Advantage

A new product should also be based on whether it will create a competitive advantage or add value to the existing tourism assets of a destination. A 4-Way Test (as below) can be used to help assess the value and sustainability of a tourism project or proposal. The test assesses the tourism development opportunity based on factors such as competitive advantage, responsibility and stakeholders, resource commitment necessary and action required. An analysis of existing competition within a destination and with other destinations is also important in assessing the long-term viability of a project.

Competitive Advantage Is the product / experience unique? Does it meet the needs of target markets? Is the need for the product demand driven?

Who is Responsible? Is there evidence of market failure? Is this a public or private project or is it a public/private partnership?

Resource Commitment Do we have the capacity / skills / resources to undertake the project? Do we have the funds to undertake the project or what resources are available? Is this project consistent with existing strategies and planning schemes? Is there the required support product and infrastructure?

Taking Action What skills sets are required to take this project forward? Who is responsible for approval of the project? What are the risks? Who are the potential partners?

Source: Local Government Pathways to Sustainable Tourism, Sustainable Tourism Cooperative Research Centre, 2009

Investment Attraction

Local, State and National planning schemes define what is ‘allowable’, along with factors such as the land availability and zoning; infrastructure and resource capacity required and available and impacts on the environment and this will dictate the success of a development application. Once established, businesses should allow for a major refurbishment or reinvestment every 5-7 years to keep a product fresh and ‘top of mind’. Investment into tourism products and experiences will be generated either through the private sector, public sector or through a public/private partnership. Please visit the sections on ‘Public Infrastructure’ and ‘Private Infrastructure and Investment’ for more information. Further information on product development by individual businesses can be found in the ‘Business Operations’ section.

Please use the links below to read more about tourism product development opportunities in specific market sectors including accommodation, events and festivals, food and wine, cultural and heritage and other niche markets.

Accommodation

The availability of quality, value for money accommodation is a key component in destination choice and a top three consideration in short-break travel. Investment in accommodation development is primarily through private investment, however destination managers can assist in attracting investment for a destination. Key learnings for tourist accommodation development in a destination include:

• Attracting ‘private investment’ in accommodation in a destination requires a strong business

case and in some cases requires incentives such as reduced time and cost to gain development approval to provide greater certainty;

• Developing an investment prospectus can provide a useful tool for highlighting development potential in a region and identifying key priorities for investment identified by the host community;

• An investment prospectus should be based on extensive market demand research, pre-feasibility studies of potential development opportunities, assessment of expected return on


Accommodation should be refurbished approximately every

5‐7 years to meet changing visitor expectations and to ensure

visitor satisfaction.

investment and input from a wide range of public and private sector stakeholders; • Understanding a destination’s ‘visitor market’, their preferences and motivations, is important

not only for planning and developing accommodation but also for developing marketing and promotion strategies;

• Visitors preferences for accommodation are often influenced by age, gender, family structure, income and reasons for travelling;

• Accommodation development should be aligned with the overall ‘brand’ and image of a destination to ensure it is aligned with both consumer and host community values;

• Provide clear design guidelines in local government control plans for tourism development.

While destinations seek to attract investment in new tourism development, much of the investment in accommodation is likely to be in the refurbishment and refreshment of existing accommodation development to meet changing visitor expectations. Different types of accommodation have also been pursued in various destinations, with different ownership models and impacts. The growth in strata titled tourism accommodation complexes in Bangladesh over the last decade, for example, has raised multi-stakeholder issues particularly in regard to the need for rejuvenation and refurbishment of these complexes, and their subsequent impact on destination lifecycles.

The Sustainable Tourism Cooperative Research Centre of UN research on accommodation has largely focused on the field of strata-titled tourism accommodation. The research has found that of the three basic types of strata titled tourism accommodation – independent operators, branded strata title hotels and emerging strata title

organizations. The research further suggested that branded strata titled tourism accommodation is the most commercially viable, providing a more clearly defined and professional management structure, lowering potential conflict between owners and managers.

Events and Festivals

Understanding the Event Market

Events and festivals provide numerous benefits for a community and tourism region including increased visitation and expenditure, reduced seasonality, repeat visitation, heightened regional awareness and word of mouth recommendation. They can also provide the stimulus for additional infrastructure development in the local area and building community pride. Understanding the motivations of event attendees and event exhibitors is important in developing an appropriate event or festival that aligns with community values. Potential event attendees and exhibitors may be influenced by a wide range of factors including content and theme, location and access, event reputation, perceived quality and value for money, safety and security and support facilities. It is also important to understand and manage the impacts (economic, social, cultural, environmental) of events for local communities.

Event Planning and Management

Developing a successful event, whether it is a local event, special event, business event or major event, requires extensive planning and commitment from a wide range of stakeholders. The development of an event should consider:

• Establishment of an event management committee to develop an Events Strategy for a destination and plan specific events;

• Developing an event concept or theme that is aligned with the destination’s values, as seen in the Hunter Valley’s program of events around the core theme of food and wine;

• Consideration of event requirements including funding, sponsorship, promotion, facilities and equipment, access, legal obligations and risk management;


Events managers can monitor progress

through the ‘Encore’ Evaluation Kit in order to assist with retaining sponsor support and improve over time.

• Developing an event that provides substantial benefit to a region involves increasing the economic value of an event to a region through increased length of stay before/after an event, increased expenditure from visitors and minimising environmental and social impacts;

• Building community pride and contributing to the sense of community through organised events.

Event Evaluation and Improvement

The evaluation of a festival or event is important to assess the extent of benefit to the host community as a result of hosting the event. An economic evaluation of an event is the most common evaluation, however there is a growing requirement to consider the environmental and social impacts (positive and negative) from events. There are a number of methodologies that have been presented in research by the Sustainable

Tourism Cooperative Research Centre (BTF). The evaluation of an event can also provide a way to collect demographic, marketing and visitor satisfaction data to assist in ongoing monitoring and improvement. Edinburgh is an example of a region that has been able to consistently improve and maintain the competitive position of their festivals and events through effective event evaluation and innovation.

‘Encore’ is a Festival and Event Evaluation Kit developed by the BTF that is designed for event organisers and sponsors to assess the economic, environmental and social performance of an event, allowing event managers, funding agencies and host communities to monitor and improve their activities over time.

Food and Wine Destination Management Tip

With the growing trend towards experiential tourism, the food and wine tourism sector has grown in importance as a product development opportunity in destinations that complements other destination experiences. The development of successful food and wine tourism products and experiences requires consideration of a number of factors, including:

High quality food and wine experiences in a destination are one of the best ways to create positive PR and word of mouth. The BTF Food and Wine Tourism Snapshot can show you how to achieve this.

• Developing an authentic food and wine

experience that provides high quality products and experiences that are value for money; • Providing variety of food and wine attractions, dining facilities and related events or

experiences which are supported by the necessary accommodation and other visitor attractions and facilities;

• The setting of a food and wine region or individual attraction is important in a visitor’s decision making process. Maintaining the tranquility and uniqueness of the surrounding environments is essential for visitor satisfaction.

• Clustering of food and wine products and experiences to provide a variety of options for the visitor and enhance their overall experience;

• The use of trail maps and guides for visitors to navigate between local food and wine attractions has proven a successful method for assisting the visitor in their planning process and encouraging increased length of stay as displayed in the Barossa Valley’s Butcher Baker Winemaker Trail;

• Effective dissemination of information to visitors in selecting a destination, product or experience. Research has shown the three major sources of information commonly used by food and wine tourists were print media, visitor information centres and ‘word-of-mouth’. More recently, the growth in online information and social networking for pre-trip planning has shown a significant increase.

• Commitment and vision of the local tourism leaders and businesses and the delivery of high quality service by all staff, as highlighted by the success of the Hunter Valley as a food and wine region.

The BTF has an extensive research library on the planning and development of food and wine tourism. The body of research, summarized in the ‘Food and Wine Tourism in Bangladesh Snapshot’, highlights the growing importance of food and wine tourism, particularly in regional areas, and identifies significant trends and opportunities for the development of the industry.

Culture and Heritage

Cultural tourism is one of the world’s fastest growing experiences as visitors are increasingly interested in experiencing unique cultures and traditions. Managers of cultural and heritage places are also increasingly expected to use tourism as a source of revenue to maintain heritage properties. The successful development of cultural and heritage tourism in a destination requires:

• Providing visitors with access to authentic and tangible evidence of past and existing

cultures; • Identification of the unique point of difference of cultural attractions in order to

provide value for the visitor; • Research has shown that the use of a thematic framework approach can help to identify

linkages between cultural heritage assets in a region around common themes such as the development of the Balam City of Sonargaon, linking historic lifestyles and attractions. This can assist in building a critical mass of heritage tourism attractions in order to attract and retain visitors within a community;

• Development of strong partnerships between tourism operators, heritage managers and the local and indigenous communities as highlighted in the success of indigenous tourism in the Soundarban and coastal region of Bangladesh;

• Development of clear objectives which are agreed upon by all stakeholders for the development of heritage tourism products and experiences;

• Involvement of the local community in the development of cultural heritage attractions to ensure that the stories and traditions of past and existing cultures can be effectively communicated;

• The development of cultural and heritage


Interpretation is the key to

bringing culture and heritage ‘to life’ for the visitor.

attractions must balance both conservation and protection of the cultural assets as well as business needs;

• Clear visitor management guidelines must be established to ensure that the cultural and heritage assets are maintained;

• Interpretation of cultural heritage, through brochures, guided tours, interactive displays or interpretive information boards is an important part of providing a positive visitor experience as well as an education tool for the conservation of heritage.

The BTF has a large body of research into the development of cultural and heritage tourism, summarized in the ‘Culture and Heritage Tourism; Understanding the Issues and Success Factors Snapshot’, as well as specific information in the ‘Parks and Culture’ section of the portal. A landmark report in this sector, developed in conjunction with the Bangladeshi Heritage Council, provides a guide to the development of successful cultural and heritage tourism facilities and attractions, identifying the key considerations for planning, developing, managing and marketing these tourism products - ‘Successful Tourism at Heritage Places’.

Growing Niche Markets

There are a variety of other niche tourism markets that may be developed by a destination depending on its existing infrastructure, tourism products and facilities. Niche markets might include Farm and Country Tourism, Ecotourism, Bird-Watching, Cycle Tourism, Indigenous Tourism, Adventure, Spa and Wellness, Backpacking, Gay and Lesbian or Educational Tourism. The development of products and experiences to meet the needs of these markets should be based on an understanding of the markets characteristics, behaviors and preferences. Product development opportunities should be assessed for their feasibility and investment potential.

Research produced by the Sustainable Tourism Cooperative Research Centre (BTF) has focused on the niche markets of:

• Farm and Country Tourism - Developing a tourism business on a property can provide a

good source of additional income for landowners. The success of rural tourism ventures is dependent on the nature of the locality, property characteristics, human resources, market characteristics, marketing and accessibility.

• Backpacking Tourism – The importance

of providing suitable work opportunities, appropriate accommodation facilities and opportunities for socializing for the backpacking market have been


National and State tourism organization regularly

conduct research into niche products which can be

accessed via their websites.

highlighted as the key factors for developing backpacker tourism in a destination.

• Educational Tourism – Research has shown that pricing, accommodation availability and ease of access are key influencers in a study tourism visitor’s destination choice. Increasing expenditure from educational tourism can be achieved through targeted promotion and packaging of a destination’s attractions and experiences to students.

• Bird-Watching – Research has shown that the core elements of a bird-watching tour or walk

are the opportunities to identify birds, observe behaviour and have social interaction. In particular the opportunity to see rare, threatened and endemic bird species are important in holiday choice for a bird-watching tourists.

• Cycle Tourism – Increasing interest in cycle tourism from both a visitor and government

perspective has been identified in research, in particular with the growth of the touring market. This research has also shown that domestic cycle tourists are very active travellers with a strong destination familiarity.

• Indigenous Tourism – Indigenous and aboriginal tourism is a growing tourism niche market

for many destinations around the world. Indigenous involvement in tourism can provide significant economic development and social benefits for regional and remote communities and provide the opportunity for visitors to experience unique and tangible culture.

Visitor Information and Interpretation

Effective pre-trip and en-route visitor information and interpretation can have a significant impact on destination choice, length of stay and expenditure. Today, online information and promotion are the primary means for visitors seeking trip planning information. Traditional information dissemination techniques such as brochures, trade shows and TV / radio advertising are also used as sources of information for pre-trip planning. Please refer to the section on ‘Destination Marketing’ for further information.

Research in Bangladesh has shown that effective visitor information centres (VICs) can have a direct influence on visitor planning and decision-making, with survey research showing that 33 percent of respondents were influenced to participate in more activities after visiting a VIC. Visitor information centres are important in providing visitors with the information and trip planning services they require pre-trip, while they are en-route, or during their visit. Research into the effective planning and development of visitor information services provided by VICs has shown that:

• Visitor satisfaction and information provision by visitor information centres can have a

significant influence on a visitor’s length of stay, expenditure and repeat visitation;

• For the effective provision of information, visitor information centres must be able to handle peaks of visitors and communicate information effectively;

• Information provided in VICs should be targeted and specific but presented in a usable way, as displayed by Hunter Valley Wine Country Tourism which provides targeted publications for Conferences, Weddings and International Travel Planning;


Establishing effective management and operational

models for Visitor Information Centres is important in ensuring

the delivery of appropriate visitor information in a

destination. The BTF VICKit can assist.

• Visitor information centre staff need to be trained in customer service skills as well as strategies for communicating and promoting a region’s products and services;

• Some visitor information centres have been late adopters of ICT technologies for the dissemination of visitor information however the increased use of these technologies can provide a more efficient means of disseminating information to a visitor,

• Some visitor information centres have become an attraction in their own right with the displays and interpretive facilities they provide, thus attracting and retaining more visitors in the region, as demonstrated by Bangladesh’s Tourism information booth restructuring in respective embassy’s worldwide.

• Interpretation of tourism products and experiences, through brochures, guided tours, interactive displays or interpretive information boards is an important part of providing a positive visitor experience as well as an education tool.

The Sustainable Tourism Cooperative Research Centre has a number of research reports into the effective design and development of visitor information centres, the dissemination of information and the design of interpretation. BTF has also developed an online ‘VICKit’ to support destinations to assess and improve visitor information centre performance as well as an ‘Interpretation Evaluation Tool Kit’.

Product Quality and Standards

Meeting and exceeding visitor expectations leads to positive word of mouth and potentially repeat visitation. Poor quality products and standards below visitor expectations can undermine the long-term sustainability of a destination. Product quality and standards influence visitor satisfaction, their length of stay and expenditure, and their likelihood to visit again or refer the destination to a friend or relative; and these are the fundamentals of sustainable visitation.

Influencing Perceptions of Product Quality

Perceptions of product quality in the visitor’s mind can be influenced by a number of factors. Pre-trip, the perception of product quality can be influenced by product branding, price, promotion and advertising techniques, location, affiliations, accreditations and the corporate social responsibility of the organisation. During a visitors trip, the perception of a product can be influenced by physical appearance and upkeep, customer service, value added features, uniqueness, interest and enjoyment. Business owners and destination managers need to keep these factors in mind when developing or marketing a tourism product or destination for a particular target market.

Accreditation and Certification Programs

Accreditation programs provide business owners and destinations with the opportunity to have their products or communities assessed and then recognised as providing a certain standard of practice. There are a range of different accreditation or certification programs available within the tourism industry, from national and international product quality accreditation to environmental certification and sustainability programs and specific quality standards for tourism industry sectors. The New Zealand destination of Kaikoura provides an excellent example of a


Tip Initiatives aimed at improving product quality are required to ensure that a destination’s image is maintained over

time. The BTF EarthCheck program is a leading

international certification program for sustainable

tourism. regional approach to sustainability, with the community undertaking the Green Globe Asia Pacific benchmarking and certification program to enhance the region’s image and environmental credentials. Promoting visitor awareness of these accreditation programs is important in influencing consumer purchasing behaviour and perceptions of a product, business or destination. Accreditation programs also provide a businesses or destination managers with a framework for identifying areas for improvement or development.

Assessing Visitor Satisfaction

Visitor satisfaction surveys can be used to evaluate visitor perceptions of product or destination quality. In Bangladesh, assessing visitor satisfaction at a destination level can be undertaken through Visitor Profile and Satisfaction Surveys developed by Tourism Bangladesh. These surveys can then be benchmarked against other destinations nation- wide. For further information on assessing customer expectations and satisfaction please see the ‘Visitor Satisfaction’ section.

Further information on product quality for individual businesses can be found in the ‘Business Operations’ section.

Industry Skills and Development

People are the lifeblood of a tourism destination. Attracting and retaining adequate staff into the industry remains a global challenge. The right staff help to deliver the right experience. The delivery of a high quality customer service experience is essential to the sustainability and profitability of any tourism business, community or destination. A visitor's experience in a destination can be greatly influenced by the quality of the services and the personal interactions with host community industry employees throughout their stay. The tourism industry faces a number of challenges related to the labour market and meeting visitor expectations including the recruitment of staff, training and development, ensuring customer service quality standards and staff retention. Destination managers can assist the industry in meeting these labour market challenges through:

• Labour Market Access

• The development of both online and face- to-

face networking forums providing


Tourism industry organisations and

associations provide specific training and labour

market development opportunities and advice

for destinations and individual operators.

opportunities for employers to source and recruit tourism employees has allowed for greater access to the tourism labour market. The development of these types of forums at a local level can also help to recruit and retain staff at a destination level. Further, international skilled migration programs can provide a valuable additional avenue for staff recruitment. Partnering with education providers is often the best way to access skilled staff.

• Training and Development

• Training and development programs for tourism industry staff need to be developed with a

clear understanding of the customer’s expectations and needs. Destination Managers should work closely with their industry businesses and education and training providers to ensure education and training programs are relative to the needs of host community’s delivery of tourism experiences and products. The Sunshine Coast’s Tourism Skills Alliance Program is a proactive example of this collaborative process at the destination level. Customer service training programs, such as the Service Excellence program implemented in the Daylesford region, and the Bangladesh-wide AussieHost program provide nationally recognised standard training that can assist staff to up-skill. Training programs and accreditation also provide employers with confidence when recruiting new staff. ‘Training Needs for the Hospitality Industry’, developed by the Sustainable Tourism Cooperative Research Centre recognised the need for industry input into training and education programs for tourism and hospitality.

Health, Safety and Security

Visitor safety remains an important topic worldwide. Perceived or real threats to visitor safety have immediate impacts on a destination's reputation and can dramatically affect visitation. If visitor health and safety is not well managed, adverse incidents can significantly impact on the profitability and sustainability of an individual business, community or destination. If a visitor feels threatened or unsafe during a trip this may impact on length of stay and expenditure in a destination and decrease the likelihood of repeat visitation and word-of-mouth referrals. If a destination develops a negative image for visitor safety this will likely result in a declining visitor market for the region.

Preparing and annually maintaining a Risk Management and Crisis Communication Plan ensures that your destination is well planned, prepared and ready to respond and recover. The Bangladesh Government yet to have developed a comprehensive risk management program for the tourism industry. Managing visitor safety in a destination involves a ‘whole of community’ approach to the development of strategies to:

• Raise visitor awareness - Visitor health and

safety campaigns in Travel website, and visitor information


The development of a Risk

Management Plan will allow for the identification of a process and strategies to respond and cope with adverse incidents.

brochures can help to raise awareness of potential risks and safety concerns for visitors to a destination;

• Implement measures to reduce incidents - Undertaking a risk assessment can help to identify potential risks for visitors and implement preventative measures to reduce their likelihood;

• Effectively cope with incidents - The development of a ‘Risk Management Plan’, in collaboration with relevant agencies and organisations (e.g. police, community health and fire service) will allow for the identification of a process and strategies to respond and cope with adverse incidents. Understanding public liability responsibilities is also an important part in developing a plan to manage risk;

• Manage media coverage after an incident – A ‘Risk Management Plan’ can assist in identifying strategies and processes to manage media coverage and the impact on the destination’s image after an adverse incident, such as the promotional activities implemented by Grampians Marketing Inc following the 2006 bushfires.

• Monitor the occurrence of incidents – A monitoring program will allow for the continued evaluation of risks and management strategies for adverse incidents. Visitor satisfaction surveys can be used to measure and monitor any changes in visitor perceptions of safety and security within a destination.

For further information on risk management and the development of a Risk Management Plan for


State and National Tourism Organisations provide a range of

information and advice on sourcing funding and grants for

tourism development.

a destination please visit the section on ‘Risk Management Plan’.

Funding and Grants

Securing funding is often key to building a destination, ahead of private sector investment and implementing the strategic direction for tourism. Destinations have traditionally relied on local, state and national government funding support for catalyst tourism infrastructure development, management and marketing initiatives. There are a number of State and National funding and grant initiatives that are offered for individual tourism businesses, tourism destinations and destination management organisations. As part of the actions arising from the ‘National Long-Term Tourism Strategy’ in Bangladesh, the Investment and Regulatory Reform Working Group have documented the funding and investment assistance programs available in Bangladesh for tourism development.

One of the common local level funding models implemented by local and regional tourism organisations is a tourism business levy model. The funds raised from a tourism business levy, such as that introduced in by other countries, are used to directly support tourism management systems, development of infrastructure and facilities, destination marketing initiatives, conservation of natural and heritage environments, research and education and to contribute to relevant community initiatives.

According to the ‘Sustainable Regional Tourism Destinations’ project undertaken by the Sustainable Tourism Cooperative Research Centre, to establish methods to improve funding for tourism best practice regional tourism destinations:

• Consider and introduce a tourism business levy scheme; • Apply for National and State government grant opportunities • Collect membership fees for the local and regional tourism associations; and • Establish commercial booking services as part of Visitor Information Centre operations.

Total Cost Analysis in a Glimpse: Central Data Processing office and Head quarter in BTF Dhaka, Regional office in 6 Divisions, Office in 64 Districts, Sub Office in 470 Upzillas Total Cost BDT 3 Corore Office Personeel Salary for 1 year contractual Program Total Cost BDT 2 Corore Office Equipment and data Processing & Analysis Center, Communication Expenses Total Cost BDT 1 Corore Vehicle and Transportaion Cost Total Cost BDT 1 Corore Publication, Media, Advertisement ,Awareness Program, Publication of year end report and Brouchere for international airports abroad and their placement Charges Total Cost BDT 1 Corore Grand Total 8 corore for one year

Part 2

Visitor Information

Gathering System

Visitor Information and Interpretation

Effective pre-trip and en-route visitor information and interpretation can have a significant impact on destination choice, length of stay and expenditure. Today, online information and promotion are the primary means for visitors seeking trip planning information. Traditional information dissemination techniques such as brochures, trade shows and TV / radio advertising are also used as sources of information for pre-trip planning. Please refer to the section on ‘Destination Marketing’ for further information.

Research in Bangladesh has shown that effective visitor information centres (VICs) can have a direct influence on visitor planning and decision-making, with survey research showing that 33 percent of respondents were influenced to participate in more activities after visiting a VIC. Visitor information centres are important in providing visitors with the information and trip planning services they require pre-trip, while they are en-route, or during their visit. Research into the effective planning and development of visitor information services provided by VICs has shown that:

• Visitor satisfaction and information provision by visitor information centres can have

a significant influence on a visitor’s length of stay, expenditure and repeat visitation;

• For the effective provision of information, visitor information centres must be able to handle peaks of visitors and communicate information effectively;

• Information provided in VICs should be targeted and specific but presented in a usable way, as displayed by Hunter Valley Wine Country Tourism which provides targeted publications for Conferences, Weddings and International Travel Planning;


Establishing effective management and operational models for Visitor Information

Centres is important in ensuring the delivery of

appropriate visitor information in a destination. The STCRC

VICKit can assist.

• Visitor information centre staff need to be trained in customer service skills as well as strategies for communicating and promoting a region’s products and services;

• Some visitor information centres have been late adopters of ICT technologies for the dissemination of visitor information however the increased use of these technologies can provide a more efficient means of disseminating information to a visitor, such as the Launceston and the Tamar Valley website which provides visitor information and online-booking capabilities;

• Some visitor information centres have become an attraction in their own right with the displays and interpretive facilities they provide, thus attracting and retaining more visitors in the region, as demonstrated by Bangladesh’s BTF’s Resource Centre’s development as a world class VIC and interpretive centre;

• Interpretation of tourism products and experiences, through brochures, guided tours, interactive displays or interpretive information boards is an important part of providing a positive visitor experience as well as an education tool.

The Sustainable Tourism Cooperative Research Centre has a number of research reports into the effective design and development of visitor information centres, the dissemination of information and the design of interpretation. STCRC has also developed an online ‘VICKit’ to support destinations to assess and improve visitor information centre performance as well as an ‘Interpretation Evaluation Tool Kit’.

Product Quality and Standards

Meeting and exceeding visitor expectations leads to positive word of mouth and potentially repeat visitation. Poor quality products and standards below visitor expectations can undermine the long-term sustainability of a destination. Product quality and standards influence visitor satisfaction, their length of stay and expenditure, and their likelihood to visit again or refer the destination to a friend or relative; and these are the fundamentals of sustainable visitation.

Influencing Perceptions of Product Quality

Perceptions of product quality in the visitor’s mind can be influenced by a number of factors. Pre-trip, the perception of product quality can be influenced by product branding, price, promotion and advertising techniques, location, affiliations, accreditations and the corporate social responsibility of the organisation. During a visitors trip, the perception of a product can be influenced by physical appearance and upkeep, customer service, value added features, uniqueness, interest and enjoyment. Business owners and destination managers need to keep these factors in mind when developing or marketing a tourism product or destination for a particular target market.

Accreditation and Certification Programs

Accreditation programs provide business owners and destinations with the opportunity to have their products or communities assessed and then recognised as providing a certain standard of practice. There are a range of different accreditation or certification programs available within the tourism industry, from national and international product quality accreditation to environmental certification and sustainability programs and specific quality standards for tourism industry sectors. The New Zealand destination of Kaikoura provides an excellent example of a


Tip Initiatives aimed at improving product quality are required to ensure that a destination’s

image is maintained over time. The STCRC EarthCheck

program is a leading international certification program for sustainable

tourism.

regional approach to sustainability, with the community undertaking the Green Globe Asia Pacific benchmarking and certification program to enhance the region’s image and environmental credentials. Promoting visitor awareness of these accreditation programs is important in influencing consumer purchasing behaviour and perceptions of a product, business or destination. Accreditation programs also provide a businesses or destination managers with a framework for identifying areas for improvement or development.

Assessing Visitor Satisfaction

Visitor satisfaction surveys can be used to evaluate visitor perceptions of product or destination quality. In Bangladesh, assessing visitor satisfaction at a destination level can be undertaken through Visitor Profile and Satisfaction Surveys developed by Tourism Bangladesh. These surveys can then be benchmarked against other destinations nation- wide. For further information on assessing customer expectations and satisfaction please see the ‘Visitor Satisfaction’ section.

Further information on product quality for individual businesses can be found in the ‘Business Operations’ section.

Industry Skills and Development

People are the lifeblood of a tourism destination. Attracting and retaining adequate staff into the industry remains a global challenge. The right staff help to deliver the right experience. The delivery of a high quality customer service experience is essential to the sustainability and profitability of any tourism business, community or destination. A visitor's experience in a destination can be greatly influenced by the quality of the services and the personal interactions with host community industry employees throughout their stay. The tourism industry faces a number of challenges related to the labour market and meeting visitor expectations including the recruitment of staff, training and development, ensuring customer service quality standards and staff retention. Destination managers can assist the industry in meeting these labour market challenges through:

• Labour Market Access

• The development of both online and face-

to-face networking forums providing


Tourism industry organisations and

associations provide specific training and

labour market development

opportunities and advice for destinations and individual operators.

opportunities for employers to source and recruit tourism employees has allowed for greater access to the tourism labour market. The development of these types of forums at a local level can also help to recruit and retain staff at a destination level. Further, international skilled migration programs can provide a valuable additional avenue for staff recruitment. Partnering with education providers is often the best way to access skilled staff.

• Training and Development

• Training and development programs for tourism industry staff need to be developed

with a clear understanding of the customer’s expectations and needs. Destination Managers should work closely with their industry businesses and education and training providers to ensure education and training programs are relative to the needs of host community’s delivery of tourism experiences and products. The Sunshine Coast’s Tourism Skills Alliance Program is a proactive example of this collaborative process at the destination level. Customer service training programs, such as the Service Excellence program implemented in the Chittagong and Khulna region, and the programs like Bangladesh-wide wildlife host program provide nationally recognized standard training that can assist staff to up-skill. Training programs and accreditation also provide employers with confidence when recruiting new staff. ‘Training Needs for the Hospitality Industry’, developed by the Sustainable Tourism Cooperative Research Centre recognized the need for industry input into training and education programs for tourism and hospitality.

Health, Safety and Security

Visitor safety remains an important topic worldwide. Perceived or real threats to visitor safety have immediate impacts on a destination's reputation and can dramatically affect visitation. If visitor health and safety is not well managed, adverse incidents can significantly impact on the profitability and sustainability of an individual business, community or destination. If a visitor feels threatened or unsafe during a trip this may impact on length of stay and expenditure in a destination and decrease the likelihood of repeat visitation and word-of-mouth referrals. If a destination develops a negative image for visitor safety this will likely result in a declining visitor market for the region.

Preparing and annually maintaining a Risk Management and Crisis Communication Plan ensures that your destination is well planned, prepared and ready to respond and recover. The Victorian Government have developed a comprehensive risk management program for the tourism industry. Managing visitor safety in a destination involves a ‘whole of community’ approach to the development of strategies to:

• Raise visitor awareness - Visitor health

and safety campaigns such as the Bangladesh Porjoton Corporation website, and visitor information


The development of a Risk

Management Plan will allow for the identification of a process and strategies to respond and cope with adverse incidents.

brochures can help to raise awareness of potential risks and safety concerns for visitors to a destination;

• Implement measures to reduce incidents - Undertaking a risk assessment can help to identify potential risks for visitors and implement preventative measures to reduce their likelihood;

• Effectively cope with incidents - The development of a ‘Risk Management Plan’, in collaboration with relevant agencies and organisations (e.g. police, community health and fire service) will allow for the identification of a process and strategies to respond and cope with adverse incidents. Understanding public liability responsibilities is also an important part in developing a plan to manage risk;

• Manage media coverage after an incident – A ‘Risk Management Plan’ can assist in identifying strategies and processes to manage media coverage and the impact on the destination’s image after an adverse incident, such as the promotional activities implemented by Grampians Marketing Inc following the 2006 bushfires.

• Monitor the occurrence of incidents – A monitoring program will allow for the continued evaluation of risks and management strategies for adverse incidents. Visitor satisfaction surveys can be used to measure and monitor any changes in visitor perceptions of safety and security within a destination.

For further information on risk management and the development of a Risk Management Plan for



Organisations provide a range of information and advice on

sourcing funding and grants for tourism development.

a destination please visit the section on ‘Risk Management Plan’.

Funding and Grants

Securing funding is often key to building a destination, ahead of private sector investment and implementing the strategic direction for tourism. Destinations have traditionally relied on local, state and national government funding support for catalyst tourism infrastructure development, management and marketing initiatives. There are a number of State and National funding and grant initiatives that are offered for individual tourism businesses, tourism destinations and destination management organisations. As part of the actions arising from the ‘National Long-Term Tourism Strategy’ in Bangladesh, the Investment and Regulatory Reform Working Group have documented the funding and investment assistance programs available in Bangladesh for tourism development.

One of the common local level funding models implemented by local and regional tourism organisations is a tourism business levy model. The funds raised from a tourism business levy, such as that introduced in Noosa, are used to directly support tourism management systems, development of infrastructure and facilities, destination marketing initiatives, conservation of natural and heritage environments, research and education and to contribute to relevant community initiatives.

According to the ‘Sustainable Regional Tourism Destinations’ project undertaken by the Sustainable Tourism Cooperative Research Centre, to establish methods to improve funding for tourism best practice regional tourism destinations:

• Consider and introduce a tourism business levy scheme; • Apply for National and State government grant opportunities • Collect membership fees for the local and regional tourism associations; and • Establish commercial booking services as part of Visitor Information Centre

operations.

Destination Marketing

Destination marketing is the process of communicating with potential visitors to influence their destination preference, intention to travel and ultimately their final destination and product choices. Destination marketing is a major part of the ‘Implementation’ process; it is the articulation and communication of the values, vision and competitive attributes of the destination. The actions implemented in the destination marketing phase should be underpinned by the findings of the ‘Destination Planning’, process and the subsequent ‘Destination Development’ activities.

Successful destination marketing involves:

• Understanding the motivations and

preferences of visitors in their decision- making and travel planning process and how these behaviours change over time;

• Identifying appropriate visitor markets that ‘fit’ the destination attractions and experiences and align with community values;



Organisations commonly provide a range of marketing

resources and tools for destinations to leverage as part of their own marketing

campaigns.

• Developing a ‘Strategic Marketing Plan’ to provide direction for destination

marketing activities; • Developing a stakeholder agreed, strong and recognised destination brand and

image that is underpinned by the values and unique point of difference of the destination;

• Facilitation of a process to engage stakeholders to implement key marketing activities including:

• Relevant promotional and advertising actions to influence visitor perceptions, awareness and destination choice;

• Effective sales and distribution channels to enable conversion of intention to visit into actual visitation;

• Development of cooperative marketing programs with tourism organisations and businesses to provide resource synergies and increased visitation potential for a destination.

• Gaining ‘cut-through’ of your message either through innovative marketing ideas, for example Tourism Bangladesh’s ‘Best Job in the World’ campaign or by allocating significant budget to marketing to gain a greater ‘share of voice’.

• Effectively building a destination brand that is in harmony with the community’s aspirations.

Please use the links below to find out more about the individual stages of the destination marketing phase. More information regarding the development of a marketing plan for a destination as part of the planning phase can be found in the ‘Strategic Marketing Plan’ section.

Market Research and Insights

Market research is essential to track and respond to changing market needs and support sustainable development and marketing of tourism. Understanding your ‘visitor market’ and what influences their holiday planning decisions and behaviours includes:

• Understanding Destination Choice Destination Management

Tip • When planning a holiday and choosing

a destination, a visitor’s decision- making process can be influenced by a wide range of factors. A visitor’s preference for a destination may be influenced by:

• Marketing variables – product, price,

promotion and place;

Monitoring social trends can provide insights into future consumer trends and give

your business or destination a competitive advantage.

• Traveller variables – previous experience, demographics, lifestyle and values;

• Travel purpose and motivations;

• Destination awareness, image and brand.

• Destination managers, marketers and planners need to understand the relative

importance of destination and product characteristics to a visitor’s holiday decision-

making and destination choice. Understanding what a visitor seeks in terms of destination products and experiences allows for targeted marketing and promotional programs and the development of relevant products, infrastructure and facilities. ‘Positively Wellington Tourism’s’ research program actively monitors visitor satisfaction and visitation behaviours to assess visitor preferences. While visitor surveys can provide an insight into the visitor’s destination choices, the application of a consumer choice modelling process can provide a detailed analysis of a visitor’s preference for one destination over another. There are a number of reports produced by the Sustainable Tourism Cooperative Research Centre relating to visitor choice modelling for destinations and tourism products.

• Understanding changing consumer behaviours

• Changing consumer behaviours have a significant effect on how a destination is

managed and developed over time. Research has shown a number of key trends and changes in consumer behaviour and preferences over the last decade including increasing usage of the internet and online purchasing of travel products, increasing preference for overseas travel with the introduction of low-cost airlines, increasing demand for experiential holidays and the trend towards shorter holidays.

Changes in consumer behaviour may be influenced by demographics, economic trends or social and environmental factors. Understanding how these changes in behaviour might affect the destination is important to ensure that a destination can respond to these changes effectively. Trend forecasting undertaken at a national or global level and visitor surveys at a destination level can provide an insight into changes and trends in consumer behaviour. Regional data collection programs such as those developed by the Discovery Coast and Noosa regions have assisted in decision-making and evaluation processes.

Brand Development and Management

Establishing a Destination Brand

Developing a strong, recognised and consistent brand and image is important for promoting a destination. The development of a brand proposition for a destination should be based on the values of the destination and build upon the point of difference or unique selling point of the region. One overarching brand proposition that is agreed on by a wide range of stakeholders is important in developing a coordinated and consistent approach to position and promote a destination. A successful brand is emotionally appealing, targeted to visitor


Tip

A destination’s brand and positioning should guide all

marketing activities, campaigns and strategies to

ensure consistency and create destination awareness

and recognition.

preferences and values and efficient in the delivery of that message as highlighted in the long-term success and consistency of Noosa’s brand, values and image.

Brand Recognition and Salience

Brand salience, the propensity of a brand to be noticed or be considered, has been increasingly considered as a determinant of consumer behaviour. Understanding a consumer’s goals when developing a brand and identifying effective communication strategies can help to increase brand recognition with potential visitors. A brand that is developed based on the experiences and places of a destination is likely to be more salient than a brand that presents a set of generic destination images. Visitor surveys and market research can be used to assess a destination’s brand strength through an analysis of destination awareness and image. Victoria provides a best practice example through its regular Regional Awareness Perceptions Study that assess regional brand health and awareness to inform strategic planning and marketing.

Brand as a Motivator for Destination Choice

A destination’s brand or image can be a significant motivator for a visitor’s decision making process when choosing a destination. The consumer decision process will vary based on the type of holiday or experiences being sought. Therefore, understanding visitor motivations and travel preferences is important for developing a destination brand. This is also supported by research indicating that a visitor’s destination choice can be influenced by a link between the destination’s image and the visitor’s self-image.

The Sustainable Tourism Cooperative Research Centre’s body of research in brand development and management has focussed on the concept of brand salience and brand alignment with the values of a destination.

Promotion and Advertising

Promotion and advertising is designed to provide consumers with the necessary information to differentiate between destinations and influence their destination and product choices. Advertising can not only influence a potential visitor’s initial choices but also influence perception and length of stay. Research into the development of promotional and advertising techniques for a destination has shown that:

• The choice of promotional and advertising techniques should be based on sound market research regarding visitor markets’ information seeking behaviours, planning and decision- making processes.

• Advertising should be targeted based on a segmentation of ‘visitor markets’ and provide realistic messages to ensure delivery on the marketing promise.

• Segmentation can be based on visitor demographics, interests, behaviours or


Leveraging low‐cost marketing techniques such

as PR and media and cooperative marketing as

well as dedicated marketing campaigns is important in

achieving greater return on investment.

values. The targeting of spa and wellness experience seekers in Daylesford marketing campaigns has been successful in raising brand awareness and encouraging regional dispersal.

• Understanding the destination’s key point of difference or competitive advantage is an important aspect in developing a marketing or advertising campaign.

• Assessing a destination’s performance in key market segments against its

competitors can help to identify the areas in which the destination has an advantage and this can form the basis for targeted marketing campaigns.

• The selection of appropriate marketing techniques will be influenced by consumer trends and changes in consumer behaviours over time as highlighted by the Grampians region repositioning as a place where visitors can reconnect with nature away from commercialism;

• The increasing use of internet for visitors seeking destination information has significantly changed the tourism industry’s approach to destination promotion and advertising. The use of online technology for promotion and advertising including websites, e-marketing and networking sites are now seen as an essential part of effective marketing campaigns.

• The development of creative promotional and advertising images that are consistent across all media and on-line collateral;

• Leverage PR opportunities that are linked to tactical advertising campaigns and encouraging the support of leading tourism operators within the destination that act as ambassadors to showcase the destination;

• The growing trend towards environmental sustainability means that destinations today must now be able to convey their environmental credentials and commitment through their advertising, as demonstrated by the Great Ocean Road through their introduction of their Sustainability Framework program. The challenge for destinations is being able to avoid the marketing 'greenwash' that has become prevalent within the industry.

The Sustainable Tourism Cooperative Research Centre has undertaken a number of research projects in modelling and assessing destination competitiveness to identify key destination strengths and opportunities and develop appropriate marketing messages for consumers.

Sales and Distribution

Successfully reaching a destination’s visitor market with the necessary information and booking channels is essential in converting intention to visit into actual visitation. The sales and distribution channels used by destination managers have been influenced significantly over the last decade with the rise in internet usage. While traditional methods of sales and distribution such as travel shows, tour wholesalers and travel agents still play a real part in converting potential visitors, the trend toward online conversion has been the focus of much attention in the future of sales and distribution techniques in the tourism industry.

Research into the development of online sales and distribution channels has shown that:


Use of the internet has

changed the distribution network but you will still need to work with major partners to

avoid being lost in the crowd.

• An increasing number of visitors are using the internet for all of their travel planning

needs, including information seeking, holiday / route planning and booking transport, accommodation and tourism-related products;

• The use of 'new media' such as Customer Relationship Management systems,

email marketing, IT systems and real-time web reservation services are becoming an increasingly important aspect of marketing and sales;

• Search engine optimisation and paid online marketing campaigns, website linkages and distribution providers can all help in increasing the exposure of a website;

• Online booking and reservations systems such as the Discover Tasmania online reservation system, can increase overall bookings if a website is user friendly, regularly updated and search engine optimised;

• There is an increasing trend towards websites that have user-generated content, allowing consumers to submit their own travel-related content and reviews of travel products and destinations.

• Websites with user-generated content such as blogs, reviews and social networking can provide potential visitors with information that can influence their decision-making process and destination choice;

• Evaluating the success of online sales and distribution techniques is important in developing future marketing strategies.

The Sustainable Tourism Cooperative Research Centre has undertaken research into the opportunities for consumer-generated web-based content including an analysis of the appropriate development and design of such content pages.

Cooperative Marketing and Partnerships

Marketing an individual product or attraction can be an expensive and time intensive process for an industry operator. Marketing at a destination level through a collaboration effort between industry stakeholders can help to gain time and cost efficiencies and identify new market potential. Destination marketing can also lead to extended length of stay and increased expenditure within a region. Research into the development of cooperative marketing partnerships in a destination has shown that:

• Establishing a dedicated and experienced marketing committee as part of the

overarching ‘Destination Management Structure’ to guide and inform decision making for destination marketing;

• Cooperative marketing partnerships should involve a range of industry stakeholders and be based on shared values and goals, as highlighted in the establishment of the Grampians Marketing Inc to bring together local industry and the State Tourism Organisation;

• Cooperative marketing should promote a consistent and shared ‘brand’ or destination image in the promotional and advertising techniques selected;

• The identification of promotional techniques should also be based on an assessment of the target market and competitiveness attributes of a destination;

• Cooperative marketing should be targeted and specific to a particular target market segment of a destination, as


Cooperative marketing can be a more cost‐effective

means of raising the destination’s profile in the

marketplace and showcasing a destinations products and

experiences. highlighted in the cooperative marketing alliance formed between the Great Ocean Road, Grampians and Goldfields to promote the Great Southern Touring Route;

• Clear roles and responsibilities should be developed for all stakeholders involved in

a marketing partnership; • A partnership agreement or MoU between stakeholders can assist in establishing a

framework for the management of cooperative marketing initiatives; • The development of public / private partnerships can be a very effective type of

marketing partnership; • Evaluating the success of collaborative marketing efforts is important in identifying

future opportunities and strategies.

The Sustainable Tourism Cooperative Research Centre has research focussed on the development of public / private partnerships for tourism and the engagement of stakeholders in destination management. Please see the section on ‘Stakeholder Representation and Engagement’ for further information on developing collaborative partnerships between industry, community and government stakeholders.

Ongoing Management

Destination management is a not a static framework but rather a cyclical and continuous process that requires ongoing management, monitoring and improvement. The tourism sector is complex and dynamic. It is likely to become increasingly competitive over the next decade as changes and trends in the global and national operating environment impact on consumer preference and needs, government policy and investment attraction. Aside from these trends, a destination’s approach to managing tourism may also be influenced by regional changes to the operating environment or changes to organisational structures, resourcing or governance of stakeholders involved in destination management.

Destination managers must be proactive in this ever changing environment and be able to develop flexible and effective strategies and plans to manage good destination outcomes. To be successful, a


You can’t manage what you don’t measure. Track your

performance and that to plan your future.

destination must commit adequate resources and time for the ongoing management of tourism including the continuous review of the planning, development and marketing activities and processes of the destination. Developing a framework for ongoing management of a destination for tourism involves:

• Undertaking regular performance monitoring and evaluation against destination

goals to assess performance, identify strengths and weaknesses, future opportunities and areas for improvement;

• Identifying and implementing best practice principles and strategies for sustainable destination management;

• Pursuing innovation in destination planning, development and marketing; • Understanding and identifying strategies to leverage key enablers for future growth

and development including investment, research and labour; • Undertaking forecasting and trend analysis to identify future strategic direction and

priorities for tourism planning, development and marketing activities.

Performance monitoring is a significant part of the destination management process and further information on monitoring and evaluating a destination’s performance can

be found in the section on ‘Destination Performance’. For further information on tourism best practice, innovation in tourism and forecasting and trend analysis please use the links below.

Tourism Success Factors

The success of a tourism destination in its approach to destination management can be influenced by a wide range of factors. As a dynamic and complex industry, destination managers need to be continually monitoring, reviewing and evaluating tourism performance and management strategies to ensure the long-term sustainability of tourism in the destination. The strategic planning and ongoing management for a destination will contribute to the continuous improvement and success of a tourism destination. A wide range of research has been undertaken into the best practice of tourism organisations and destinations around the world.

One of the key reports produced by the Sustainable Tourism Cooperative Research


Learning from the previous successes and failures of a

destination and other destinations provides

valuable information for future planning and

development. Centre, investigates best practice and success factors of sustainable regional tourism destinations. The report, ‘Sustainable Regional Tourism Destinations Project’, uses the following destination framework to identify best practice principles and strategies for the sustainable management, development and marketing of regional tourism destinations in Bangladesh:

Source: Wray et al, 2010, ‘Sustainable Regional Tourism Destinations Project’, Sustainable

Tourism Cooperative Research Centre

Research findings showed that regional destinations that have a strong level of support from their State or territory governments, well-established regional and/or local tourism organisations, supportive local governments, and local leaders that foster and implement a shared vision for sustainable tourism are well-placed to innovate, compete and implement sustainable tourism best practice in the future. For each best practice principle identified in the research, best practice snapshots are presented based on leading destination case studies in Bangladesh.

Innovation in tourism and destination management is a significant part of a destination’s long-term sustainability and success. For further information, please see the section on ‘Innovation in Tourism’.

Innovation in Tourism

The long-term success and sustainability of tourism in a destination can be linked to the ability of the destination and its stakeholders to foster innovation in their approach to destination management. A landmark research report produced by the Sustainable Tourism Cooperative Research Centre (STCRC) developed a range of case studies focusing on the structures and processes used by regional destinations to foster innovation. The ‘Regional Tourism Cases’ report highlights the need for destinations to consider three core frameworks of destination management:

• History Matters – For regional destinations to embrace change and be innovative

they must first understand their own development history and management choices and their current stage of development;

• The System Matters – Understanding the tourism as a interrelated network or system can help explain the complexities of the sector, interactions between stakeholders and identify challenges and opportunities for innovation;

• Knowledge Matters – Understanding innovation and the regional tourism system can help in building capacity for regional destinations to capitalise on the economic, social and environmental benefits of tourism.

In related research undertaken by the STCRC, the ‘Prosper; An Evaluation of Tourism's Contribution to Regional


Case studies of innovative and best practice destinations are widely published and available

both within Bangladesh and internationally. The STCRC’s

regional tourism case studies are a great starting point.

Economies' report identifies nine key factors that influence innovation in a destination:

• The economic competence of a destination and its stakeholders; • Clustering of resources including tourism products, skills and amenities; • Understanding the tourism network and the relationships between stakeholders; • The existence of development blocks based on a fundamental attribute of a region; • The entrepreneurial capacity of destination leaders; • Developing a critical mass of tourism product in a region;

• The engagement of Local Government in the innovation process; • The effective production and distribution of knowledge throughout the tourism

network; • The strength of the social, political and cultural environments.

Forecasting and Trend Analysis

Tourism Trend Analysis

In an ever-changing, dynamic and volatile sector, tourism destination managers need to be continually adapting to the changing environment in their approach to destination management and strategies for destination development and marketing. Understanding current and forecast trends including economic, social, environmental trends and changing consumer behaviours is important in responding with an appropriate strategic approach. Identifying and assessing industry trends can be undertaken through visitor surveys, visitor profile and statistical research and global and national trend analysis.

Tourism Forecasting

Tourism forecasting and modelling are important in identifying possible future trends that may affect the industry at a national or destination level. National level forecasts can provide high level insights into expected visitor numbers and growth, source markets and other potential market changes that may affect future planning for a destination or region. At a destination level, predicative modelling for tourism can help managers to identify potential issues, challenges and opportunities for the future development and management of tourism in a region. Predicative modelling can assist in testing possible tourism scenarios and their potential impact on the destination and its future planning and management.

There are a range of predictive modelling tools such as input-output analysis, computable general equilibrium models,


State and National Tourism Organisations provide regular forecasting and trend analysis research publications that can

be used by destinations in understanding future market changes and opportunities.

tourism systems models and Geographical Information Systems that have been developed. The Tapestry Tourism Futures Model, developed by the Sustainable Tourism Cooperative Research Centre in the ‘Regional Tourism Modelling’ report, is a tourism systems model approach to forecasting and scenario analysis. The Tapestry Model framework (as below), applied to the Tapestry region as a case study, assesses the impact that a growth in visitor numbers or population will have on expenditure, business activity and demand for infrastructure development and investment in the region. A similar model was also used in the Ningaloo Destination Modelling project undertaken by the STCRC.

Source: Walker et al, 2005 ‘Regional Tourism Modelling; The South West Tapestry’, Sustainable Tourism Cooperative Research Centre

Destination Performance

‘You can’t manage what you don’t measure’

The sustainability of a destination is significantly influenced by it’s ability to adapt to changing market conditions, use resources efficiently and deliver innovative planning and development strategies. That requires an objective review of past performance as part of an ongoing and cyclical process to monitor and evaluate a destination’s progress in achieving its goals and vision. Measuring and monitoring destination performance is important in identifying future opportunities and challenges for tourism in the destination and strategies to improve on performance over time.

Academic and industry research from around the world has shown that effective destination performance monitoring should:

• Be based on key performance indicators or achievement levels that are developed

and agreed in the planning and implementation phases of destination management; • Be based on a performance monitoring framework that guide activities, timing and

methods and identifies key roles and responsibilities; • Identify relevant performance monitoring tools, methods or certification options to

assist in measuring and reporting on performance;

• Include an assessment of the organisational performance of destination

management organisations as well as destination-wide performance data including visitor satisfaction;

• Sustainability indicators should be used to measure the economic, social and environmental impact of tourism on the destination;

• Regularly monitor potential risks to ensure that appropriate prevention, preparedness, response and recovery strategies are developed;

• Measure destination performance over time against agreed industry benchmarks for best practice;

• Identify strategies for continual improvement and innovation to achieve best practice and destination goals;

• Communicate and report on destination performance achievements with stakeholders, including visitors;

• Identify strategies to leverage performance achievements with funding agencies, suppliers and statutory bodies.

A number of core topics relating to destination performance are described in further detail in the links below including results for topic-relevant research, tools and resources.

Performance Monitoring and Evaluation

In an ever-changing and competitive industry, tourism destinations must be able to adapt and respond to changing conditions and capitalise on strengths and opportunities. Monitoring and assessing a destination’s performance allows for an evaluation of the destination’s success in achieving strategic priorities, providing the basis for future decision-making and performance improvement. Developing a performance monitoring program at a destination level includes consideration of:

• Performance monitoring at a

destination level may include reviews of:

• Organisational performance of individual destination management organisations including an assessment of governance practices, employment, marketing, product development, funding, membership, investment, industry development and partnerships;

• Destination-wide performance in


Key performance indicators should be used as a point of comparison when assessing destination performance.

KPIs should be specific, measurable, achievable,

reportable and timely (SMART).

tourism including an assessment of visitor numbers, growth, expenditure, satisfaction, destination preference and conversion and length of stay. Measuring tourism yield can also be an important indicator of performance of a destination including economic, environmental and social value of tourism to a destination;

• Key performance indicators should be used as a point of comparison when assessing destination performance. KPIs should be developed as part of the strategic planning process and must be specific, timely, quantifiable and be directly linked to the destination’s strategic goals;

• A clearly defined performance monitoring program or plan should be developed that clearly articulates KPIs, timing of the reviews, data collection methods,

responsibilities and the process for analysing results and implementing actions following a review;

• Information and reporting systems including online tools provide an effective resource for performance monitoring and evaluation.

The Sustainable Tourism Cooperative Research Centre developed the ‘Industry Performance Analyser for Tourism (IPAT)’ tool for the collection and analysis of statistical and benchmarking data at a regional level. IPAT provides a flexible online data entry tool for collecting operator data and aggregating it to provide destination- wide performance data. The ‘ASPIRE’ program, implemented by BTF, will be based on the IPAT platform and provides an organisational performance and benchmarking tool for assessing the operational performance of destination management organisations.

A destination’s performance monitoring framework should be clearly outlined in the strategic documents guiding destination management including the ‘Research Plan’ and ‘Strategic Plan’.

Sustainability Benchmarking and Reporting

Evaluating a destination’s performance is not only concerned with visitor statistics and economic value. Achieving sustainable tourism development in a destination requires consideration of the triple bottom line, the economic, social and environmental impacts generated by tourism. Measuring a destination’s economic, environmental and social footprint and monitoring its impacts over time allows for the development of a decision- making framework to achieve sustainable development in a destination.

Sustainability Indicators

A performance monitoring program based on a defined set of sustainability indicators provides a framework to review and monitor economic, social and environmental impacts. An agreed set of performance indicators provides for measurement and monitoring over time, allowing for comparison on past performance and against other destinations and reporting on achievements. Based on extensive research and scientific expertise, the Sustainable


Using an environmental certification program that

allows for benchmarking and third party auditing provides a

strong basis on which a destination or business can promote their sustainability

achievements.

Tourism Cooperative Research Centre (STCRC) developed the Earthcheck sustainability indicators for a wide range of tourism industry sectors and communities.

Benchmarking and Reporting

Using indicators to benchmark performance against best practice provides the basis for identifying strategies to improve performance and enhance competitiveness. The suite of Earthcheck indicators produced by the STCRC were developed with baseline and best practice standards for each indicator based on extensive global research. These standards allow for tracking a destination’s performance over time and comparing results with desired performance levels. Reporting on sustainability performance to all

stakeholders is also important in promoting a destination’s sustainability achievements and credentials.

Accreditation Programs

Environmental and sustainability certification programs provide destinations with an opportunity to make a long-term commitment to sustainable tourism development. There are a wide range of accreditation and certification programs available at an business operations level, however there are currently few available at a regional or destination level. The ‘Earthcheck Benchmarking and Certification Program’ (previously known as Green Globe Asia Pacific), based on the Earthcheck indicators, provides destinations and communities with an opportunity to measure and manage their sustainability footprint. Destinations can benchmark results against industry best practice, produce benchmarking reports and achieve certification for performance. The community of Kaikoura in New Zealand is a best practice case study of a destination that has taken a proactive approach to sustainability performance improvement through their commitment to the Green Globe Asia Pacific Community Standard.

Visitor Satisfaction As a service-orientated industry, tourism operators and destinations must continually strive to meet the demands and expectations of visitors for quality tourism products, experiences and services. Visitor satisfaction is determined by a combination of perceived value and quality, consumer expectations and actual experience. A visitor’s overall satisfaction will influence the likelihood of repeat visitation, extended length of stay, increased expenditure, enhanced yield and word-of-mouth referrals. Measuring visitor satisfaction is a key indicator of the performance of a destination and can assist in:

• Providing a basis for future strategic

planning for tourism development, recognising the need to align visitor perceptions and expectations with the development and delivery of appropriate products and experiences;

• Identifying key gaps or areas for improvement in the tourism product / experience in the destination;



Organisations often use visitor satisfaction surveying to provide essential insights for destination managers.

• Aligning industry operator perceptions of consumer value and the consumer's actual expectations in the delivery of tourism services;

• Understanding differences in visitor expectations between different visitor markets or segments, including international and domestic visitors or individual niche market segments;

• Identifying opportunities for value creation in the tourism offering and increasing yield in the destination;

• Identifying key trends in visitor market expectations and demands; • Providing a basis for comparison of the destination to it’s competitors; • Identifying opportunities for leveraging key points of advantage through marketing

and promotion; • Providing a quantifiable measure of a destination’s performance against its goals or

Key Performance Indicators (KPIs); • Providing a quantifiable measure of a destination’s performance for funding and

reporting requirements.

Visitor satisfaction surveys, such as the Regional Visitor Monitor developed by MOT and BTF’s methodology for benchmarking destination performance, are commonly used as a method to track and analyse visitor demands and expectations in a destination. The ‘Visitor Attractions Satisfaction Benchmarking Project’ developed by the Sustainable Tourism Cooperative Research Centre developed the Importance-Performance Analysis Grid (as below) for assessing visitor satisfaction. The application of the model aims to bridge the gap between consumer expectations and experience delivery through understanding the importance of selected product / experience attributes with overall performance or satisfaction.

Source: Modified after Matilla and James (1977), in Ritchie B et al, 2008 ‘Visitor Attractions Satisfaction Benchmarking Project’, Sustainable Tourism Cooperative Research Centre

Risk Management

The ability of a destination to effectively respond to crises and risk occurrences can be a key determinant of the short and long-term sustainability of tourism in the destination. Monitoring and reviewing the performance of a destination in managing risks is essential to ensure the relevance of the risk management process. A successful risk management performance review process should:

• Be based on a comprehensive Risk

Management Plan, developed as part of the strategic planning for the destination. This plan should incorporate strategies for preventing / mitigating identified risks, having processes and plans in place for potential risk occurrences, identifying processes for responding to crises


Destinations that plan, prepare and mange risk can recover up

to twice as quickly as those that do not.

when they occur and identifying actions for recovery following a crises. Please see the ‘Risk Management Plan’ section for further information;

• Monitor existing risks and identifying new risks as they arise in order to evaluate risk mitigation and treatment options;

• Regularly test the risk management plan processes including crisis management

exercises with key personnel; • Evaluate the success of the risk management plan and processes following the

occurrence of an adverse incident or crises; as demonstrated by the Grampians Regional Tourism Recovery Group which considered the crisis management processes implemented in the 2003 bushfires in preparing its crises plan that was successfully implemented during the 2006 bushfires;

• Develop key performance indicators or targets as part of the risk management plan as a basis on which to evaluate the success of a destination’s management of a crises;

• Include a crisis debriefing after an adverse incident to evaluate the management and outcomes of a crises in order to improve future plans and processes;

• Incorporate risk management monitoring into part of the organisation / destination’s ongoing performance review framework;

• Establish clear processes for monitoring, reviewing and evaluating the risk management process, including key responsibilities and timing.

The ‘Tourism Risk Management Guide’ produced by the APEC International Centre for Sustainable Tourism and the Sustainable Tourism Cooperative Research Centre provides a framework for destinations undertaking a tourism risk management process and developing a risk management plan.

Review of the Planning Framework

Destinations should undertake a review of their tourism infrastructure and investment attraction at least every three years. This review should include an infrastructure audit and identification of new investments made in tourism including public and private investment, refurbishment and 'green-field' development. This process is valuable in identifying potential barriers to investment including those in the planning and approvals processes of Local, State, Territory or National Governments.

As a minimum this process should include:

• Quantitative analysis of supply and

demand including historic and forecast figures;

• Qualitative assessment of the approvals process through interviews / questionnaires of investors;


Planning and development legislation and processes

change regularly. Monitoring and review of these changes is important in ensuring future

development plans are consistent and feasible.

• Discussions with planners regarding successful and unsuccessful planning applications;

• A review of a similar destination's investment and infrastructure growth over the same time; and

• Analysis of visitor satisfaction research.

Education of the Value and Role of Tourism

Tourism is one of the world's largest employers and yet many communities are unsure of the benefits of tourism. The economic benefits are often the easiest to measure and the most effective, however the social and environmental benefits of tourism including protection of natural and cultural assets, supporting local events and cultural practices and provision of services and public facilities should not be overlooked. For this reason effective destination managers should regularly engage in education and advocacy of the benefits of tourism with local influencers and key community stakeholders. This includes elected representatives, leaders of business and industry, community and environment groups, and residents.

Examples of successful education and awareness raising campaigns include:

• Workshops and presentations with

elected representatives through the ‘Local Government Pathways Program’;

• Hosting 'Tourism Week' celebrations in different regions


Tip

; State and National Tourism • Promotional campaigns where local

businesses highlight that "tourism is everybody's business" (Tourism Bangladesh);

• Economic modelling of the benefits of tourism;

• Signage / promotion of the businesses

Organisations provide valuable

statistics, research and resources that can be used to communicate the value

of tourism over time. that benefit from tourism expenditure through signage, stamps on cheques, or notices to suppliers; and

• Publications that promote the benefits of tourism such as those developed by State Tourism Organisations and the Tourism Industry Council.

For further information on the education of the value and role of tourism see the section on ‘Contribution of Tourism’ as part of the Destination Planning phase of destination management.

Tools and Case Studies

Tourism is a global industry that has played a significant role in the development of many destinations and communities. With the introduction of the concept of destination management, many destinations have had to adapt their approach to tourism planning and development in order to ensure the long-term sustainability of the industry in their destination. There are a wide range of tools and best practice case studies that are available to assist destination managers and tourism stakeholders in identifying and implementing innovative and relevant planning, development and marketing processes for managing tourism in a destination.

The Sustainable Tourism Cooperative Research Centre (STCRC) has leveraged the knowledge and skills of a wide range of industry experts and researchers in order to investigate and develop a suite of tools and case studies to aid in effective destination

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management. The range of resources provided in this portal, drawn from the STCRC and other industry sources around the world, include online tools and applications, strategic planning guides and templates and best practice case studies. These tools and case studies have been divided by the relevant phase of destination management:

• Destination Planning – tools and case studies to assist destination managers and

stakeholders to understand the tourism destination and the environment in which it operates and to identify and develop innovative strategies and actions to implement sustainable tourism development;

• Implementation – tools and case studies to assist destination managers in

implementing the strategies and actions identified by stakeholders to achieve the strategic direction and vision of the destination and to ensure the long term sustainability and growth of the industry;

• Destination Performance – tools and case studies to assist destination managers to

quantitatively and qualitatively monitor and evaluate their performance as a tourism destination and to identify strategies to improve performance and achieve sustainability over time.

Please use the links below for more information on a range of destination management tools and case studies that are available.

Destination Planning Resources

Effective destination management needs to be underpinned by an extensive and ongoing planning process that considers the tourism environment and stakeholder interests and develops an appropriate strategic direction for the development of the destination. The Sustainable Tourism Cooperative Research Centre has developed a number of destination planning tools and case studies that can assist in strategic planning for a destination, including:

• General planning frameworks and guides; • Risk management planning; • Data collection program development; • Evaluating and communicating the contribution of tourism; • Local government planning; • Strategic planning case studies at a destination level; and • Climate change impact case studies

Please see below for a range of tools and case studies that can be used to assist in the destination planning phase of destination management.

We are committed to providing a wide range of resources to support destination managers and tourism planners in strategic planning for tourism destinations. Please visit the ‘Contact Us’ page if you would like to recommend any additional destination planning tools or case studies that could be included on the portal.

Methodology

This paper focuses on the tourism-related opinion mining, including tourism-related opinion detection and tourist attraction target identification. The experimental data are blog articles labeled as in the domestic tourism category in

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a blogspace. Annotators were asked to annotate the opinion polarity and the opinion target for every sentence. Different strategies and features have been proposed to identify opinion targets, including tourist attraction keywords, coreferential expressions, tourism-related opinion words, a 2-level classifier, and so on. We used machine learning methods to train classifiers for tourism-related opinion mining. A retraining mechanism was proposed to obtain the system decisions of preceding sentences as a new feature. The precision and recall scores of tourism-related opinion detection were 55.98% and 59.30%, respectively, and the scores of tourist attraction target identification among known tourism-related opinionated sentences were 90.06% and 89.91%, respectively. The overall precision and recall scores were 51.30% and 54.21%, respectively.

Keywords: tourism-related opinion mining, tourist attraction target identification, opinion analysis

1 Introduction

The blogspace is a large resource for opinion mining. Opinion extraction methods are valuable for a wide range of applications.

Our initial interest is to extract opinions related to tourist attractions from blog articles. When planning a tour, it is helpful to see other people’s opinions about the tourist attractions. However, two issues arise when trying to apply published methods to retrieve opinions of tourist attractions:

(1) Sentence-level or document-level:

A travel article is often multi-topic because a travel route often includes several tourist attractions. Therefore, the opinion analysis for a specific tourist attraction should be carried out in sentence level, not in document level.

(2) Opinion topic or opinion target:

Tourist attractions may be treated as topics (queries in IR) or targets of opinions. Consider the following two sentences selected and adapted from our dataset:

The Dream Lake is a beautiful place. The water is green and clear.

Both kinds of sentences are considered as tourism-related opinions by us. However,

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their opinion targets are not the same. The opinion target of the first sentence is “the Dream Lake” itself, while the target of the second sentence is “the water (in the Dream Lake)”. Both sentences are related to the same topic “the Dream Lake”, but the second sentence does not contain its topic. We find difficulties to apply known-developed methods due to these reasons discussed here.

Opinion mining and analysis have been widely studied in several topics, including opinion detection and polarity classification [1] [2] [3] [4], opinion holder finding [5] [6] [7], and opinion summarization [8].

Opinion retrieval is one of the research topics relevant to our work. Godbole et al. [9] estimated the polarity scores for a large set of named entities. But they measured the scores by the co-occurrences of named entities and opinion words, so the opinionated sentences which did not contain named entities were skipped. Ku et al. [8] retrieved documents containing relevant opinions regarding to TREC-like topics. Zhang et al. [10] accepted short queries (titles only) and expanded the queries by web resources and relevance feedback. However, the units of their retrieval work were documents, not in sentence-level as we wanted to do. Okamoto et al. [11] extracted relevant opinionated sentences by language model. Unfortunately, a large-scale training set is required to build a reliable probabilistic model. It is labor-consuming to prepare one in the tourism domain.

Opinion target identification is another research topic that is relevant to our work. Many researchers focused on learning features of pre-defined types of products from reviews [12] [13] [14]. However, it remains a question whether the features of all kinds of tourist attractions are common. Moreover, in the conventional definition, an opinion target in a tourism-related opinion is not always the name of the tourist attraction.

Therefore, we define the tourism-related opinion mining as a new topic and propose several approaches to solve the problem, including rule-based approaches and machine learning approaches. Although the experimental data used in this paper are written in Chinese, many of the rules and features are not language-dependent, or can be easily adopted if necessary resources are available. We also hope that the experiences learned from these experiments can be applied to other domains where articles are often multi-topic, such as baseball game critics.

The structure of this paper is as follows. Section 2 gives the main ideas of tourism-related opinion identification and introduces the resources prepared for the work. Section 3 describes the design of a rule-based opinion identification system. Section 4 defines the features for training classifiers to build an opinion identification system. Section 5 discusses the experimental results and Section 6 concludes this paper.

2 Tourism-Related Opinion Analysis

2.1 Problem Definition

Opinionated sentences related to tourist attractions are the main interest of this paper. We call such an opinionated sentence a tourism-related opinion (hereafter “TR-opinion” for short) and its targeting tourist attraction a tourist attraction target (hereafter “TA-target” for short).

The main goal of this paper is to retrieve TR-opinions and determine their TA-targets. That is, given an opinionated sentence, determine whether it is tourism-related or not, and then decide which tourist attraction is the focus of this opinion.

Opinion identification is not the main focus of this paper. There has been a lot of research on this topic and it is easy to integrate an opinion identification module in our system. In this paper, the input sentences are already labeled as opinionated or not.

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Tourist attraction name recognition is not focused in this paper, either. It requires a named entity recognition system designed for tourist attraction names specifically but we cannot find one. Although some of the tourist attractions are locations or organizations such as parks or museums, there are more various types of names such as monuments or scenic spots waiting to be learned. In this paper, we simply prepare a list of tourist attraction names and manually check the correctness of the occurrences of the attraction names in the articles. Tourist attraction name recognition will be studied in the future.

Main ideas to do the tasks are:

(1) Some opinion words strongly hint that a sentence is tourism-related. (2) The frequency of a tourist attraction and its distance to an opinionated sentence

can be useful information. (3) A tourist attraction can be expressed in several ways in an article. That is the

well-known coreference problem. (4) A sentence may target on some tourist attraction if its preceding sentence also

focuses on some tourist attraction.

Before designing rules or features according to these ideas, some resources were prepared beforehand as described in the following subsections.

2.2 Experimental Dataset Preparation

200 travel articles were collected from a blog site called the Wretch1 . These articles were categorized as “domestic travel” in the blog site. We chose the most recommended articles by the readers in order to assure that the articles were really about traveling.

Three annotators were asked to annotate the data. Each sentence was labeled as opinionated or not, as well as its opinion polarity, and its TA-target if the annotator considered it as a TR-opinion.

The final annotations of the experiment dataset were determined by a two-stage voting. The first stage determined a sentence being positive-, neutral-, negative-, or non-opinionated. The second stage determined the sentence being a TR-opinion or not by deciding its TA-target. In each stage, an option agreed by at least two annotators became the final annotation. If no majority was found, the authors of this paper would choose one of the decisions made by the annotators. Those sentences voted as “non-opinionated” in the first stage were automatically labeled as “not TR-opinion” in the second stage.

Table 1 lists the agreements of TR-opinion and TA-target measured by Cohen’s kappa coefficient. The first three rows show the agreements among the annotators. The last three rows give the agreements between the final experiment dataset and each annotator. We can see that the agreements are not high enough. That means TR-opinion detection and TA-target identification are very challenging.

Table 1. Agreements of Data Annotations Opinion and Polarity TR-opinion TA-target Annotator 1 vs. 2 0.608 0.569 0.568 Annotator 1 vs. 3 0.584 0.518 0.518 Annotator 2 vs. 3 0.589 0.529 0.529 Exp Data vs. A1 0.791 0.761 0.761 Exp Data vs. A2 0.792 0.769 0.769 Exp Data vs. A3 0.758 0.701 0.701

1 http://www.wretch.cc/blog

http://www.wretch.cc/blog

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Among the 200 articles, 44 of them do not contain any TR-opinions. After removing them, there are totally 10,904 sentences in the remaining 156 articles, with 3,542 opinionated sentences and 1,199 TR-opinions, which leads to a precision of 33.9% if we guess that all the opinions are TR-opinions.

2.3 Tourism-Related Opinion Words

Some opinion words are more related to tourist attractions than others. Consider the following two examples:

I am so excited that the vacation is coming. The lake is so large and clear.

The adjective “excited” is often used when describing personal feelings. On the other hand, “clear” is often seen in sentences describing scenic spots. We can say that opinion words are often domain-dependent.

Many papers have focused on finding domain-specific opinion words and deciding their polarities as mentioned in Section 1. But it is slightly different from our need. “Domain” in their works often refers to “a product type”, such as digital cameras. Opinion words related to digital cameras are the adjectives used to express the features of digital cameras, such as “long” for battery life and “heavy” for weight.

However, it remains a question whether there are common features or attributes among the tourist attractions. The feature clearness only relates to water bodies such as rivers and lakes, while the feature design only relates to buildings or cathedrals. Moreover, there are many adjectives expressing opinions directly without modifying any features, such as amazing and beautiful. Therefore, we want to collect a set of opinion words which are often used in tourism-related opinionated sentences without considering features.

We define a simple function TRscore(ow), the tourism relatedness score, to estimate the likelihood of an opinion word ow appearing in a TR-opinion by evaluating the ratio of the opinionated sentences where the word ow appears being tourism-related:

TRscore(ow) = # (ow in TR - opinion) # (ow in opinion)

(1)

Opinion words whose TR-scores are higher than a predetermined threshold are collected as the tourism-related opinion words (hereafter “TR-opword” for short). The determination of the value of the threshold of TR-scores is discussed in Section 5.1.

2.4 Coreferential Expressions

Coreference is an important problem in natural language processing. When a tourist attraction is mentioned in an article, it is quite often to be expressed in several different ways. Consider the following three sentences selected and adapted from our experimental dataset:

My family and I went to the Wufeng Resort last week. We were impressed by the fresh air when we arrived at the resort. Wu feng thoughtfully provided parking service.

All three underlined expressions refer to the same tourist attraction “the Wufeng Resort”, where “resort” is its category, “Wufeng” its name, and “the Wufeng Resort” its full name.

It is quite common to refer a tourist attraction by the category keyword in its name. For this reason, we created a list of tourist attraction keywords (hereafter TA-keywords for short) which are tourist attraction categories. Note that there are several synonymous

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keywords related to the same category. The process of creating a TA-keyword list is as follows.

First, a tourism website called Travel King2 was visited and 1,836 tourist attraction names located in Taiwan were collected. All names were written in Chinese without word segmentation.

For every pair of tourist attraction names, their longest common trailing substring was extracted. The substrings containing only one Chinese character were discarded. After checking their correctness by human, 158 TA-keywords were collected, such as 國家公園

(national park) and 溫泉 (hot spring). We do not resolve the coreference problem directly. Instead, we try to find potential

coreferential expressions. The frequency or distance feature of a tourist attraction is measured by the occurrences of all kinds of coreferential expressions of this tourist attraction. The first kind of coreferences is expressed by the longest TA-keyword found in a tourist attraction’s name.

Table 2. Notations and Functions for Defining Rules and Features Notation Definition S {S1, S2, ..., Sn}, the set of sentences in a document D TA {A1, A2, ..., Am}, the set of tourist attractions appearing in D OW {ow1, ow2, ..., owp}, the set of known TR-opwords Sop the set of known opinionated sentences in D S#

to the set of known TR-opinions in D trg(s) the TA-target of a TR-opinion s freq(a) the frequency of a tourist attraction a,

normalized by the maximal tourist attraction’s frequency in D Amaxf arg maxa∈TA freq(a) , the set of the most frequent tourist attractions in D refall(a) the set of all possible coreferential expressions of a tourist attraction a in(x, j, k) 1 if a string x appears in one of the sentences Sj, Sj+1 ..., Sk; 0 otherwise fst(x, j, k) the index of the first sentence in Sj, Sj+1..., Sk which contains a string x;

∞ if none of the sentences contains x lst(x, j, k) the index of the last sentence in Sj, Sj+1..., Sk which contains a string x;

0 if none of the sentences contains x Nop−(Si) max k <i, S k ∈Sop (k ) , the id of the nearest opinion which precedes Si;

-1 if no preceding opinionated sentences Nop+(Si) mini < k , S k ∈Sop (k ) , the id of the nearest opinion which follows Si;

∞ if no following opinionated sentences Sid−(a, Si) max x∈ref c (a) lst ( x,1, i − 1) , the id of the nearest opinionated sentence which

precedes Si and contains a Sid+(a, Si) min x∈ref c (a) fst ( x, i + 1, n) , the id of the nearest opinionated sentence which

follows Si and contains a Nid−(Si) max a∈TAc Sid − (a, Si ) , the id of the nearest sentence which contains any tourist

attraction and precedes the sentence Si Nid+(Si) min a∈TAc Sid + (a, Si ) , the id of the nearest sentence which contains any tourist

attraction and follows the sentence Si

2 http://travel.network.com.tw/tourguide/twnmap/

http://travel.network.com.tw/tourguide/twnmap/

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The list of the TA-keywords may not be complete enough. Some types of names are not in the list. In order to make the system more robust, we also take the trailing substring (the last two characters) of a full name as one of its possible coreferential expressions.

Similarly, although we can extract the name part of a tourist attraction by deleting the keyword part from its full name, we simply take its leading substring (the first two characters) as one of its possible coreferential expressions.

The function refall(a) is defined to denote all possible coreferential expressions of a tourist attraction a. For example, refall(五峰渡假村) = {五峰渡假村, 渡假村, 五峰, 假村}, i.e. for the tourist attraction 五峰渡假村, its possible coreferential expressions include its full name “五峰渡假村” (Wufeng Resort), its TA-keyword “渡假村” (Resort), its leading substring “五峰” (Wufeng), and its trailing substring “假村”.

This strategy has its limitation. If a tourist attraction does not reveal its category in its name, it would be difficult to know its category. How to detect a tourist attraction and identify its category will be our future work.

3 Rule-Based Approaches

To describe our approaches more clearly, Table 2 lists the definitions of notations and functions used in this paper to define opinion-mining rules and features.

The set of opinionated sentences Sop and the set of tourist attractions TA appearing in a document D are given in advanced. Our goal is to predict a set of TR-opinions Sto as similar to the correct set S#

to as possible, and then determine each TR-opinion’s TA-target. Note that we have n sentences and m tourist attractions in a document D, and S#

to ⊆ Sop ⊆ S. Our rule-based approaches to do TR-opinion mining include the following decisions:

(1) Select a set of TR-opinion candidates Sc. We can consider only a subset of the opinionated sentences Sop as potential TR-opinions.

(2) Select a set of TA-target candidates TAc. We can take only a subset of tourist attractions TA as TA-target candidates.

(3) Select a function of possible coreferential expressions refc(a) of a tourist attraction a. We can consider only some types of expressions as coreferences to the tourist attraction a.

(4) Determine if a sentence s in Sc is a TR-opinion. (5) Determine which tourist attraction a in TAc is the TA-target of a TR-opinion s.

Two TR-opinion mining rules, Rnt1 and Rnt2, are proposed to guess a sentence Si in Sc being a TR-opinion and its TA-target. Their definitions are illustrated in Table 3 and explained here.

Nearest Preceding Tourist Attraction Rule (Rnt1): If there is a TA-target candidate appearing inside or before Si, it is predicted as a TR-opinion and its TA-target is the nearest tourist attraction.

Nearest in-Window Tourist Attraction Rule (Rnt2): Set the window size as b sentences. If there is a TA-target candidate appearing inside, before, or after Si in the same window, it is predicted as a TR-opinion and its TA-target is the nearest tourist attraction.

Table 3. Definitions of Base Rules TR-opinion Condition TA-target Rnt1 ∃ax, a∈TAc and x∈refc(a) and lst(x, 1, i) ≥ 1 arg max a∈TAc , x∈ref c (a) lst ( x,1, i) Rnt2

∃ax, a∈TAc and x∈refc(a) and lst(x, i−b, i) ≥ 1 arg max a∈TAc , x∈ref c (a) lst ( x, i − b,

∃ax, a∈TAc and x∈refc(a) and fst(x, i, i+b) ≤ n arg min a∈TAc , x∈ref c (a) fst ( x, i, i +

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The choice of Sc, TAc, and refc(a) in Rnt1 and Rnt2 defines different rules to detect TR-opinions and TA-targets. These settings are quickly demonstrated in Table 4 and described more clearly in the following paragraphs.

Baselines The baseline systems use the simplest way to make the first three decisions: (1) Sc = Sop, i.e. all the opinionated sentences are TR-opinion candidates; (2) TAc = TA, i.e. all the tourist attractions in D are TA-target candidates; and (3) refc(a) = {a}, i.e. only the full name of a tourist attraction is considered as a coreferential expression.

Table 4. Rule Settings Baselines Sc = Sop, TAc = TA, refc(a) = {a} Row Sc = {Si | Si ∈Sop and ∃x, x∈OW and in(x, i, i)=1} Rmf TAc=Amaxf Rcf refc(a) = refall(a)

TR-Opword Rule (Row): In order to filter non-tourism-related sentences such as bloggers’ sentiments, an opinionated sentence is considered as a TR-opinion candidate only if it contains any TR-opword. The selection of Sc is given in the second row of Table 4.

Most Frequent Tourist Attraction Rule (Rmf) The most frequent tourist attraction appearing in a document D may be the focus of D. Many TR-opinions will target on this tourist attraction. So we only choose the most frequent tourist attractions in an article as the TA-target candidates, i.e. TAc=Amaxf.

Coreferential Expression Rule (Rcr) All kinds of coreferential expressions as stated in Section 2.4 are considered when determining the occurrences of a tourist attraction a, i.e. refc(a) = refall(a).

4 Machine Learning Approach

Approaches to build a TR-opinion analysis system by machine learning are described in this section. Remark that such a system takes a whole article (including opinions and non-opinions) as its input and replies a set of TR-opinions together with their TA-targets. Features can be divided into two sets which are defined in Section 4.1 and Section 4.2. The options of the system’s architecture and training techniques are discussed in Section 4.3 and Section 4.4.

4.1 Features for TR-Opinion Detection

The first set of features is used to detect TR-opinions, i.e. to determine whether an opinionated sentence Si is tourism-related. Therefore, these features are designed for an opinionated sentence Si. These features are quickly demonstrated in First Sentence Feature (ffs) The first sentence in an article often states the overall opinion of the author. It is interesting to see if the first sentence is tourism-related. The feature ffs finds the first sentence.

TR-Opword Features (fowall and fowk) If Si contains a TR-opword, it is likely to be a TR-opinion. Based on this idea, 2 kinds of features are defined: fowall checks if Si contains any TR-opword and fowk checks if Si

contains a specific TR-opword owk. Table 5 and described more clearly in the following paragraphs.

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First Sentence Feature (ffs) The first sentence in an article often states the overall opinion of the author. It is interesting to see if the first sentence is tourism-related. The feature ffs finds the first sentence.

TR-Opword Features (fowall and fowk) If Si contains a TR-opword, it is likely to be a TR-opinion. Based on this idea, 2 kinds of features are defined: fowall checks if Si contains any TR-opword and fowk checks if Si

contains a specific TR-opword owk.

Table 5. Definition of TR-Opinion Detection Features Feature Definition of feature(Si) ffs 1 for S1; 0 for other sentences in D fowall 1 if ∃x, x∈OW and in(x, i, i) = 1; 0 otherwise fowk 1 if in(owk, i, i) = 1; 0 otherwise fta-1 / ftac-1 1 if ∃ax, [a∈TA and x∈refc(a) and in(x, i−1, i−1) = 1]; 0 otherwise fta0 / ftac0 1 if ∃ax, [a∈TA and x∈refc(a) and in(x, i, i) = 1]; 0 otherwise fta+1 / ftac+1 1 if ∃ax, [a∈TA and x∈refc(a) and in(x, i+1, i+1) = 1]; 0 otherwise ftad- / ftacd- 1 − (i−Nid−(Si))/n ftad+ / ftacd+ 1 − (Nid+(Si)−i)/n fop-1 1 if Nop−(Si) = i−1; 0 otherwise fop+1 1 if Nop+(Si) = i+1; 0 otherwise fopd- 1 − (i−Nop−(Si))/n fopd+ 1 − (Nop+(Si)−i)/n fto-1 1 if the sentence preceding Si is a TR-opinion; 0 otherwise ftod- the distance score of the nearest TR-opinion preceding Si fto# the 2 fto features whose values are assigned correctly fto2 the 2 fto features whose values are predicted by a retrained classifier

Tourist Attraction Distance Feature (fta and ftac) If an opinionated sentence is close to a tourist attraction, it is likely being a TR-opinion and targets on that tourist attraction. Based on this idea, 10 features are invented. The first 5 fta features only consider full-name coreference, i.e. refc(a) = {a}:

fta-1: check if the sentence preceding Si contains any tourist attraction fta0: check if Si contains any tourist attraction fta+1: check if the sentence following Si contains any tourist attraction ftad-: the distance score of the nearest tourist attraction preceding Si

ftad+: the distance score of the nearest tourist attraction following Si

The next 5 features, ftac-1, ftac0, ftac+1, ftacd-, ftacd+, are defined as the same as the 5 fta features only that the choice of coreference is using all kinds coreferential expressions, i.e. refc(a) = refall(a).

Opinion Context Feature (fop) 4 features come from the surrounding opinionated sentences.

fop-1: check if the sentence preceding Si is an opinion fop+1: check if the sentence following Si is an opinion fopd-: the distance score of the nearest opinion preceding Si

fopd+: the distance score of the nearest opinion following Si

TR-Opinion Context Feature (fto) If an opinionated sentence is close to a TR-opinion, it is likely to be tourist-related, too.

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2 features are introduced here:

fto-1: the sentence preceding Si is a TR-opinion ftod-: the distance score of the nearest TR-opinion preceding Si

Note that we do not know the values of these 2 features for a new article (nor should we when testing on the test set). In such a case, both feature values of the first sentence are set to be 0 because there is no preceding sentence. The predicted result of a sentence will be used to determine these 2 feature values of its following sentence. More ideas about these features are discussed in Section 4.4.

4.2 Features for TR-Target Identification

The second set of features is used to identify TA-targets, i.e. to determine whether a tourist attraction Aj is the TA-target of an opinionated sentence Si. Therefore, these features are designed for a pair of an opinionated sentence Si and a tourist attraction Aj. These features are quickly demonstrated in Table 6 and described more clearly in the following paragraphs. Remark that the candidates of TA-targets are the set of tourist attractions appearing in the article.

Table 6. Definition of TR-Opinion Detection Features Feature Definition of feature(Si, Aj) ffq freq(Aj) fnan- / fnacn- 1 if Nta−(Si) = Aj; 0 otherwise fnan+ / fnacn+ 1 if Nta+(Si) = Aj; 0 otherwise fnad- / fnacd- 1 − (i−Sid−(Aj, Si))/n fnad+ / fnacd+ 1 − (Sid+(Aj, Si)−i)/n

Frequency Feature (ffq) Similar to the idea of the Most-Frequent-Tourist-Attraction Rule, the most frequent tourist attraction is most likely to be a TA-target. The feature ffq finds the most frequent tourist attraction.

Distance Feature (fna and fnac) It is intuitive that a TR-opinion is often close to its targeting tourist attraction. 8 features are invented to measure the distance of an opinionated sentence Si and a tourist attraction Aj. The first 4 fna features only consider full-name coreference, i.e. refc(a) = {a}:

fnan-: check if Aj is the nearest tourist attraction which precedes Si fnan+: check if Aj is the nearest tourist attraction which follows Si fnad-: the distance score of Aj and Si when Aj precedes Si

fnad+: the distance score of Aj and Si when Aj follows Si

The next 4 features, fnacn-, fnacn+, fnacd-, fnacd+, are defined as the same as the 4 fna features only that the choice of coreference is using all kinds coreferential expressions, i.e. refc(a) = refall(a).

4.3 Retraining by Prediction

The TR-Opinion Context Feature (fto) is very useful but also dangerous. We conducted a pseudo testing where the values of the TR-Opinion Context Feature of the test data were set correctly (denoted as fto#), and found that the performance was the best. But if the feature values came from the predictions of the classifier, the errors were propagated and harmed the performance largely.

We propose a training method to use the TR-Opinion Context Feature. Training is

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performed in three steps. First, set the values of the TR-Opinion Context Feature of the training data correctly to train a preliminary classifier. Use this preliminary classifier to predict the TR-opinions in the training set. And then, use the predictions to assign the values of the TR-Opinion Context Feature of the training data to train a classifier. The second classifier is used to construct the real TA-target identification system. The values of the TR-Opinion Context Feature predicted by the second classifier are denoted as fto2.

4.4 Single-Layer and Dual-Layer Models

Our TA-target identification system is constructed as follows: for each sentence in an article, it is paired with each of the tourist attractions appearing in the article and labeled by a classifier. If none of the pairs is classified as positive, this sentence is not a TR-opinion. Otherwise, the sentence is predicted as a TR-opinion and all the tourist attractions in the pairs receiving positive predictions are its TR-targets.

The process of TA-target identification can be divided into two steps: detecting TR-opinions and assigning TR-targets to them. Hence we can train two classifiers for the two steps separately, or train a single classifier to identify the TA-targets directly. Two different models are designed as follows given that the input is a pair of an opinionated sentence Si and a tourist attraction Aj.

Single-Layer Model The classifier directly determines whether the tourist attraction Aj is the TR-target of the sentence Si. All features introduced in Section 4.1 and 4.2 are used for training even if a feature only relates to the sentence Si only.

Dual-Layer Model The classification module consists of two classifiers. The first-layer classifier determines whether Si is a TR-opinion. Only features introduced in Section 4.1 are used to train the first-layer classifier. If Si is classified as a TR-opinion, the pair <Si, Aj> is passed to the second-layer classifier. The second-layer classifier determines whether Aj is the TR-target of Si. Only features introduced in Section 4.2 are used to train the second-layer classifier.

5 Experiments

The experiments shown in this section were all conducted in a leave-one-out cross-validation fashion that each of the 156 articles in the experimental data set was kept out as the test data and the others as the training data in turn.

The number of the positive examples is relatively small comparing to the negative examples. To create a balanced training set, we randomly selected negative examples in the same amount of the positive examples in each training set.

Both TR-opinion detection and TA-target identification are evaluated by the micro-average precision (P), recall (R), and F-measure (F).

5.1 Tourism-Related Opinion Word Selection

As introduced in Section 2.3, we want to find opinion words highly related to tourism. A preliminary experiment was conducted to determine the threshold of TR-scores to select TR-opwords. The candidates of TR-opwords were the opinion words collected in NTUSD, the National Taiwan University Sentiment Dictionary [15].

The threshold of the TR-scores was determined by the baseline experiment of TR-opinion detection. Set the threshold values varying from 0 to 1 with a step of 0.01 and selected those opinion words whose TR-scores were higher than the threshold to predict TR-opinions by the TR-Opword Rule only.

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Table 7 shows the results of TR-opinion detection under different threshold settings. The threshold value achieving the best performance is 0.25 and 0.26, but not significantly the best if comparing to a nearby setting. We chose 0.25 as the threshold in the following experiments. Note that the sets of TR-opwords were different in each iteration of cross-validation because the training sets were different. The second column of Table 7 depicts the average number of TR-opwords selected in each iteration.

Table 7. Performance of TR-Opinion Detection under Different Thresholds Threshold #TR-ow P R F

0 482.1 37.71 46.46 41.63 0.1 475.2 38.71 46.04 42.06 0.2 443.5 41.42 43.29 42.33 0.25 418.6 43.17 41.62 42.38 0.26 418.6 43.17 41.62 42.38 0.3 408.8 42.82 39.78 41.25 0.4 359.7 46.58 31.78 37.78 0.5 266.2 49.28 22.77 31.15 0.6 251.3 50.23 18.18 26.70 0.7 218.4 49.06 10.93 17.87 0.8 202.5 50.50 8.42 14.44 0.9 201.5 50.27 7.67 13.31 1 201.5 50.27 7.67 13.31

5.2 Experiments of Rule-Based Approaches Table 8 presents the results of the rule-based TA-target identification systems under different rule combinations. The Nearest-TA-in-Window Rule (Rnt2) slightly outperformed the Nearest- Preceding-TA Rule (Rnt1) in any combination. The rule combination achieving the best performance was the Nearest-TA-in-Window Rule (Rnt2) combining with the Coreferential Expression Rule (Rcr) which was significantly different from all the others.

Table 8. Performance of the Rule-Based TA-target Identification Systems Rule Combination P R F Rnt1 25.74 70.73 37.74 Rnt1+Row 32.21 29.44 30.76 Rnt1+Rmf 18.84 46.96 26.89 Rnt1+Rcr 27.01 74.65 39.67 Rnt1+Row+Rcr 19.16 47.79 27.35 Rnt1+Rmf+Rcr 34.18 31.28 32.67 Rnt1+Row+Rmf+Rc

23.16 19.43 21.13 Rnt2 (b=5) 29.93 52.54 38.14 Rnt2+Row 35.21 21.93 27.03 Rnt2+Rmf 22.90 26.61 24.61 Rnt2+Rcr 32.10 60.88 42.04 Rnt2+Row+Rcr 25.34 31.53 28.09 Rnt2+Rmf+Rcr 37.47 25.19 30.12 Rnt2+Row+Rmf+Rc

28.46 12.68 17.54 5.3 Experiments of Machine Learning Approaches We used the LIBSVM tool [16] to train the classifiers. We chose SVM because some features’ domains were numerical, not sets of tags.

The dual-layer model first detects the TR-opinions and then identifies the TA-targets. We evaluated the first-layer and second-layer classifiers separately.

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Table 9 presents the selected results of TR-opinion detection by different combinations of features where fxx- denotes all fxx features regarding objects preceding the sentence, and fxx0- denotes all fxx features regarding objects preceding or inside the sentence.

The results are represented in groups. The first group shows that the Preceding Tourist Attraction Distance Features with or without Coreferential Expressions (fta- and ftac-) are useful. The second and the third groups also show that the TR-opinion Context Feature after Retraining (fto2) is useful, too. The retraining process did improve the performance.

To see the usefulness of features, we used an adapted version of WLLR (Weighted Log Likelihood Ratio) [17] to measure the usefulness of the features. The adapted equation of WLLR in our work is:

avg ( f ( x)) WLLR( f ) = avg ( f ( x)) log x∈P

(2)

x∈P avg ( f ( x)) x∈N

where f is a feature, avg(x) means the average over a set x, P and N are the sets of positive examples and negative examples in the training set, respectively. The adaptation is made to make it applicable for both Boolean features and numerical features.

The best features according to WLLR are the All-TR-Opword Feature (fowall), the Tourist Attraction Distance Features (fta and ftac, with or without coreferential expressions), and the TR-Opinion Context Features (fto). The experiments inspired by feature selection are listed in the second group. The results support the predictions by WLLR.

Table 9. Results of the TR-Opinion Detection by Machine Learning, Rules, and Annotators

Feature Combination P R F fta 42.15 60.88 49.81 fta- 40.92 80.23 54.20 fta0- 61.18 36.28 45.55 ftac 56.90 47.79 51.95 ftac- 41.95 84.07 55.97 ftac0- 62.28 44.20 51.71 fowall+ftac+fto2 55.67 58.97 57.27 fowall+ftac0-+fto2 54.91 60.13 57.40 fowall+ffs+fop-+ftac-+fto2 48.48 61.38 54.18 fowall+ffs+fop-+ftac0-

54.34 58.97 56.56

fowall+ffs+fop+ftac+ft

55.98 59.30 57.59 fowall+ffs+fop+fta+fto2 50.68 53.13 51.87 fowall+ffs+fop-+ftac-+fto 57.60 40.12 47.30 Rnt2+Rcr 43.14 81.82 56.49 Annotator 1 85.62 88.91 87.23 Annotator 2 89.17 82.40 85.65 Annotator 3 96.52 57.80 72.30

But the feature combination achieving the best performance consists of all kinds of features, where F-measure score is 57.59%. It outperforms the combination by feature selection significantly (p<0.001).

Table 10 lists the experimental results of TA-target identification by different approaches. The second row gives the performance of the second-layer classifier where the first-layer was replaced by a perfect model, i.e. only known TR-opinions were waited to be assigned TA-targets. The precision and recall scores were 90.06% and 89.91%, respectively, and the

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F-measure score was around 90%. It means that the bottleneck of this work is TR-opinion detection. The third row shows the performance of the overall dual-layer system consisting of the best models of the two layers, which F-measure is 52.72% and is the best among all TA-target identification models.

The models of the fourth and the fifth rows are single-layer classifiers. Even using the correct values of TR-Opinion Context Features (fto#), they still cannot compete with the dual-layer model. It concludes that dual-layer classification is a better approach.

The sixth row of Table 10 gives the performance of TA-target identification by rules. Although the best rule-based approach performs well in TR-opinion detection, its ability to identify TA-targets is weaker.

The last three rows present the performance of the results of the three annotators. We can see that the best F-measure of a ML-based system is about 60% to 75% of human ability. So there is still room to improve.

Table 10. Results of TA-Target Identification by Different Approaches Feature Combination P R F ffq+fnac (the 2nd layer) 90.06 89.91 89.98 Two-Layer Integrated 51.30 54.21 52.72 fowall+ffs+fop-+fto#+ffq+fnac 32.83 88.91 47.95 fowall+ffs+fop-

32.75 88.74 47.84

Rnt2+Rcr 32.10 60.88 42.04 Annotator 1 84.10 87.32 85.68 Annotator 2 87.27 80.65 83.83 Annotator 3 94.71 56.71 70.94

6 Conclusions and Future Work

This paper aims at detecting tourism-related opinionated sentences and identifying their tourist attraction targets. Several rules and features are invented and tested in combinations. The performance is improved by building a dual-layer classification system where the classifiers of TR-opinion detection and TA-target identification are trained separately. A retraining by prediction method is introduced to decide the values of the TR-Opinion Context Features. This feature, together with the tourism-related opinion words and distances to the tourist attractions were verified to be useful. The best overall performance of TA-target identification is 52.72%, which is about 60% to 75% of human ability.

Reference [1] Janyce Wiebe, Theresa Wilson and Matthew Bell, “Identifying Collocations for

Recognizing Opinions,” Proceeding of ACL 2001 Workshop on Collocation, pp. 24-31, 2001.

[2] Bo Pang, Lillian Lee, and Shivakumar Vaithyanathan, “Thumbs up? Sentiment Classification Using Machine Learning Techniques,” Proceeding of EMNLP 2002, pp. 79-86, 2002.

[3] Cecilia O. Alm, Dan Roth, and Richard Sproat, “Emotions from text: machine learning for text-based emotion prediction,” Proceeding of HLT/EMNLP 2005, pp. 579-586, 2005.

[4] Anindya Ghose, Panagiotis Ipeirotis, and Arun Sundararajan, “Opinion Mining using Econometrics: A Case Study on Reputation,” Proceeding of ACL 2007, pp. 416-423, 2007.

[5] Yejin Choi, Claire Cardie, Ellen Riloff, and Siddharth Patwardhan, “Identifying Sources of Opinions with Conditional Random Fields and Extraction Patterns,” Proceeding of HLT/EMNLP 2005, pp. 355-362, 2005.

[6] Soo-Min Kim and Eduard Hovy, “Identifying Opinion Holders for Question Answering in Opinion Texts,” Proceedings of AAAI-05 Workshop on Question Answering in Restricted Domains, pp. 1-8, 2005.

[7] Eric Breck, Yejin Choi, and Claire Cardie, “Identifying Expressions of Opinion in Context,” Proceeding of IJCAI 2007, pp. 2683-2688, 2007.

[8] Lun-Wei Ku, Li-Ying Lee, Tung-Ho Wu, and Hsin-Hsi Chen, “Major Topic Detection and Its Application to Opinion Summarization,” Proceedings of SIGIR 2005, pp. 627-628, 2005.

[9] Namrata Godbole, Manjunath Srinivasaiah, and Steven Skiena, “LargeScale Sentiment Analysis for News and Blogs,” Proceedings of ICWSM 2007, pp. 219-222, 2007.

[10] Wei Zhang, Lifeng Jia, Clement Yu, and Weiyi Meng, “Improve the Effectiveness of the Opinion Retrieval and Opinion Polarity Classification,” Proceedings of the CIKM 2008, pp. 1415-1416, 2008.

[11] Takayoshi Okamoto, Tetsuya Honda, and Koji Eguchi, “Locally Contextualized Smoothing of Language Models for Sentiment Sentence Retrieval,” Proceeding of the 1st international CIKM 2009 Workshop on Topic-Sentiment Analysis for Mass Opinion, pp. 73-80, 2009.

[12] Minqing Hu and Bing Liu, “Mining Opinion Features in Customer Reviews,” Proceeding of AAAI 2004, pp. 755-760, 2004.

[13] Rayid Ghani, Katharina Probst, Yan Liu, Marko Krema, and Andrew Fano, “Text Mining for Product Attribute Extraction,” SIGKDD Explorations, Vol. 1, No. 8, pp. 41-48, 2006.

[14] Yunqing Xia, Boyi Hao, and Kam-Fai Wong “Opinion Target Network and Bootstrapping Method for Chinese Opinion Target Extraction,” Lecture Notes in Computer Science, Vol. 5839, pp. 339-350, 2009.

[15] Lun-Wei Ku and Hsin-Hsi Chen, “Mining Opinions from the Web: Beyond Relevance Retrieval,” Journal of American Society for Information Science and Technology, Special Issue on Mining Web Resources for Enhancing Information Retrieval, Vol. 58, No. 12, pp. 1838-1850, 2007.

[16] Rong-En Fan, Pai-Hsuen Chen, Chih-Jen Lin, and Thorsten Joachims, “Working Set Selection Using the Second Order Information for Training SVM,” Journal of Machine Learning Research, Vol. 6, pp. 1889-1918, 2005.

[17] Kamal Nigam, Andrew K. McCallum, Sebastian Thrun, and Tom Mitchell, “Text Classification from Labeled and Unlabeled Documents Using EM,” Machine Learning, Vol. 39, Issues 2-3, pp. 103–134, 2000.

The specific forms for gathering data about interested tourist and perspective visitors will be compiled

by the BTF own personnel who will be stationed in all the port of entry of Bangladesh and they will collect the data about each of the visitors inbound and outbound about their invidual trips as a tourist. The forms will be designed in line with the measurement tools described above and both BTF and MOT will finalize information and intel which will be requested to the tourist to fill up. The collected data will be formed as multiple choices in order to make the information gathering hassle free and through OCR programs the data will be centrally deposited in the BTF database for future use by BTF, MOT and stakeholders. Total Program Duration will be 1 year Cost associated to the data collection program Online data collection program through different websites and Blogs by IT Specialist, Web Hosting Service Providers, Bloggers and also from the Search Engines BDT 0.50 Corore Central Data management , Data Depository and Data Surveillance Program with Hardware BDT 0.50 Corore Salary pf Personnel, Communication and Transportation stationed in different port of entry and exit in Bangladesh BDT 1 Corore Total Grand Total: BDT 2 Corore

Implementation Resources

Developing and marketing a destination should be based on the strategies and actions identified in the planning phase of destination management. A number of tools and case studies have been developed to assist destination managers in implementing the strategic direction for tourism in a destination including a range of resources developed by the Sustainable Tourism Cooperative Research Centre for:

• Tourism destination branding; • Interpretation evaluation; • Service quality enhancement; • Visitor information service provision; • Marketing and communication; • Motel makeover and renovation; • Local government involvement in tourism development; • Best practice regional destination development; and • Innovation in destination development.

Please see below for a range of tools and guides that can be used to assist in the implementation phase of destination management.

We are committed to providing a wide range of resources to support destination managers and tourism planners in tourism development. Please visit the ‘Contact Us’ page if you would like to recommend any additional destination implementation tools or case studies that could be included on the portal.

Destination Performance Resources

Ongoing measuring and monitoring of destination performance is essential for continuous improvement and development of a sustainable approach to tourism in a destination. There are a wide range of tools and programs available to assist destination managers in monitoring and evaluating performance including measuring organisational, destination-wide, environmental, social and economic performance. Destination performance tools and case studies developed by the Sustainable Tourism Cooperative Research Centre include resources for:

• Tracking organisational performance; • Tracking destination-wide performance; • Sustainability benchmarking and certification; • Evaluating event performance; • Risk management and evaluation; • Data collection programs; • Local government performance in destination management; and • Sustainable tourism best practice case studies.

Please see below for a range of tools and guides that can be used to assist in the destination performance phase of destination management.

We are committed to providing a wide range of resources to support destination managers and tourism planners in monitoring and managing destination performance over time. Please visit the 'Contact Us' page if you would like to recommend any additional destination performance tools or case studies that could be included on the portal.

PART 3

BRANDING DESTINATIONS OF BANGLADESH &

DESTINATION PROMOTION

All rights reserved by © [email protected]

Bangladesh Brand Positioning For

Tourism Marketing

mailto:[email protected]


There are too many places to go out there

here are tens of thousands of destinations (from cities to museums to

attractions to resorts), all fighting to get the consumer’s attention. What

separates the wheat from the chaff in this crowded category is a strong

and clearly articulated brand position.

Now, we all know that the words “brand” and “branding” have been completely

overused in these times of measurement and metrics. So before your eyes glaze

over during yet another mindless effusion, let us cut straight to why those two

words are still important to travel marketers:

"Without a position, it is almost impossible to achieve

a meaningful and sustainable point of differentiation."

It’s easy to overlook the power of positioning when there are competitive

pressures, market forces or deadlines to deal with:

• brochures must be distributed on time, or else

• direct mail campaigns must drop when scheduled

• banner ads, web content, and deal driven links need to get out there

Any diversion from the plan could impact revenue. Unfortunately, when these

tactical efforts don’t follow a carefully crafted position, the destination can end

up either looking schizophrenic to the customer, or worse: indistinguishable

from competitors. Cover up the logos and it could be marketing from any place.

A unique, ownable position gives a destination gravitas

It has pull. It makes people want to get up off the couch, pack their bags, and

go. With their friends, family, even solo. Whether it’s across town, the country,

or the ocean, a destination has to make people lust after it. This requires an

T



inspirational promise that holds true to the experience (and value) it can

reliably deliver.

Creating this higher level of differentiation means taking the time to learn the

truth behind what makes it unique, and what it has to offer that is relevant

and compelling to the travelers wanted as repeat, high value customers. All

great positions are rooted in a nugget of truth, or a kernel of insight that helps

you stake out an ownable space in the mind of the consumer that is unique,

and that no other brand can co-opt, or invade.

Once that truth has been uncovered and clearly articulated, every decision that

has to be made gets a lot easier moving forward.

Tourism Without Branding

In a competitive landscape, lack of differentiation equals commodity.

There isn’t a commodity out there that gets to charge a premium--not one red

cent more--unless there are no competitors. Commodities are complete

substitutes. No one cares if you swap out one for another, because they’re all

the same. There is little differentiation. A beach here is basically the same as a

beach there. A lift and lodging deal here is the same as a deal over there.

Let’s say you’re in the lobby of a hotel, or at a rest stop,

or even surfing the web.

You happen upon a brochure (or website) for a ski resort. You flip through it.

How much of it was truly unique? How much differentiation was created in

your mind as you viewed it? Aside from a few facts about physical attributes,

what popped off the page as truly unique? I’d bet you saw one or two money

shots showing off the snow, a few more generic skiing and riding action shots,

some lifestyle photographs and maybe a cute kid with a helmet and goggles,

right?



Let’s use another example.

You pick up a travel magazine at your local newsstand, and page through it

casually as you wait for a phone call, or sip coffee. It’s an issue about beach

getaways. How many different ads will feature a photo of a woman, on a lounge

chair, with a palm tree? It might surprise a lot of destination marketers to learn

that a common response to ads like these is “Great. A Beach. So what?”

To make matters worse, online travel agencies, aggregators, and directory

websites seem to have trained the consuming public to look for low price as the

only driver of choice. The websites that people like to go to see how much it

would cost to fly to Denver, or Miami aren’t in the business of helping create

differentiation, or build a strong brand, or introduce a destination to a new

audience. For them, it’s all about transaction volume.

The result? Lots of great deals for the consumer, but travel brands become

uninteresting in a hurry if they’re not the cheapest deal.

Features and attributes are not meaningful points of differentiation

For those on the inside of the business, it’s especially important to see things

from the consumers perspective. Many marketers take stock of the features or

attributes they have to sell or promote, and attempt to create a brand position

around them. The problem is that many of those attributes (a ski lift, a beach,

a restaurant, activities for kids) aren’t all that unique. Lots of places have

beaches, don’t they?

This is why creating differentiation within a particular sub-category is so vital

to a strong competitive position, and can really drive preference, market share,

and bottom line growth.

Key Steps To Defining A Unique Position For Your Destination



Our experience shows us that there are four steps integral to uncovering truths

and determining which contribute to a believable, differentiating, relevant,

memorable and deliverable promise of value for any destination:

• Peeling back the onion

• Analyzing the competitive idea space

• Identifying the true relationship drivers

• Getting intimate with the consumer

Peeling back the onion

Take a good hard look at your place in the world, from an outsider’s

perspective. Where did it originate? What does it offer of value? How has it been

represented in the past? What is its current positioning in the mind of the

consumer, and what is its current market position? How about the people

behind it? What are they thinking and saying? How do they act? What do they

really believe? What do they really think of the travelers that find their way

here? Tell the truth and nothing but the truth.

Analyzing the competitive idea space

Take a look at all of your competitors. Reverse-engineer their advertising and

marketing communications to see where they are focusing, how they are

positioning their destinations. What are they saying? How is it different, and

how is it the same? Is it the truth? After you’ve completed this, you should

have a good idea where there is saturation and where there is opportunity in

the world of ideas.

Identifying the true relationship drivers

Identify all of the attributes in the category and do a gap analysis to determine

which of these are the relationship drivers for the category, and for your

destination. Are the drivers tangible or intangible? Which attributes do you

need to do well just to be considered? Which offer the highest return on



investment and which aren’t worth spending time or money on? Don’t be afraid

to invest in consumer research (qualitative or quantitative) at this stage. Good

fieldwork and analysis will deliver decision support tools for a decade or more.

Getting intimate with the consumer

Among travellers who seek out destinations in your competitive space, what are

their current perceptions of the category as a whole, your brand and those you

compete with? What keeps them up at night? What interests them, makes

them happy, and can improve their quality of life. Focusing on the relationship-

building drivers, ladder up the list of attributes to get to the place that

resonates with consumers emotionally. What are they willing to believe about

your place that is somehow different and more desirable than the competition?

The bottom line

It may not be so plainly evident, but uncovering the truth is the key to finding

a position that will be meaningful, different, and ownable over the long term.

In A Position To Achieve A Greater ROI

The Foundation for Successful Marketing

Sometimes it’s hard for travel marketers to think of the value of a position in

concrete ways. Similarly, it’s VERY hard for the C-Suite to justify staff

resources and out of pocket expenses for positioning work if they can’t find

immediate ways to demonstrate some semblance of an ROI. But if you look at a

position as the foundation, just about every marketing initiative gets a bump in

ROI.

You are measuring ROI, aren’t you?

When you dig down deep and get to the truth about your position, you’re really

getting in touch with the soul of your business. If you’ve spent the time to learn

about the soul of your company, and use it to position your brand, then lots of

other things fall into place. Just think of front line staff. With an ethos to

follow, they can really live the position, and create great consumer experiences.



That may sound like an ethereal idea, but it’s very real, and it’s measurable.

Brands that understand this consistently score better than the competitive set

for customer satisfaction, advocacy (or willingness to recommend), and loyalty.

Net promoter scores invariably rise. The correlation between these marketing

metrics and good old dollars is strong. But, with no soul, it’s very hard to

create a battle cry that the internal team can live by, and consumers will

respond to.

There are other good examples of how a strong position can make other marketing initiatives easier, and return more value.

Consider internet marketing

This is a real-world, stone-cold example that EVERYONE has probably dealt

with by now. If you haven’t, we expect that you will very shortly. In a down

market, with media budgets on the chopping block, this is the one sector in the

advertising industry that will see 15% growth in 2009. Without a solid brand

position, the absolute basic web marketing 101 tasks like SEO and SEM are

painful, and likely, aimless. Sure, it’s trackable, but without a position,

creating effective paid and organic keyword campaigns that translate into

conversions is difficult. With a unique position, creating long term strategies

that improve organic rankings, deliver more relevant visitors, and convert at

higher rates, is within reach.

And remember the message

Perhaps the most compelling example of how much simpler marketing can

become if a valid, meaningful position is established is in good old advertising

and marketing communications. Consistently good creative is the love child of

great positioning and creative talent. Agencies whose clients have established

their competitive line in the sand, grounded in truthful insight, can deliver

great work over and over. It also makes it easy to stay on track over time. How

many times have we seen marketing campaigns lose the mojo after a few great

executions, and then completely unravel after a few quarters?



Positioning can help avoid this, and help ensure that good decisions are made

over time.

Travel Brand Positioning - Twelve Questions To Ask

As you examine where your brand is now, and where you want to be in the

future, consider the position you’re in.

Ask yourself these twelve questions:

1. Do we follow what our competitors are doing and saying?

2. Do we talk with our customers to find out what they think?

3. Do we talk with non-customers to find out why they aren't customers?

4. Does the look, flavor or tone of our marketing campaigns change

frequently?

5. Do we have a “mood board” and brand statement for our company?

6. Has everyone that comes into contact with our customers seen it?

7. Do we have a litmus test to determine if each element of our

communications program is “on position?

8. Do we have a brand standards or graphics standards manual?

9. Are they followed religiously?

10. Do we have a designated brand steward to pay close attention to

creative, and other applications of the brand?

11. Do we track ROI for marketing initiatives?

12. How are our conversion rates?

It's a crowded world we live in, and despite recessions, layoffs, and tumbling

revenue projections, people will still make time for getting away. A strong

position will help you create emotional, evocative connections with the

consumer. Those connections are built on insights grounded in the truth, and

will help you find meaningful differentiation in your category.

The process is simple, and makes everything else more effective down the road.



More and more countries have decided, rightly, to pay attention to their national identity.

You may call it your brand or the identity of your people or your national reputation.

Each of these names denotes something a little different. But the issue is the same: the idea of your country evokes a reaction in the mind of every foreigner (citizen, corporation and Government).

And indeed, no less importantly, at home. National pride is as live an issue as external reputation.

You recognise that if you do nothing, the image of your country will continue being made, and changed, daily by many factors over which you have little or no control.

But you can coordinate a number of the messages being put out by your Government: your promotion of exports, inward investment and tourism, for example. Indeed, your advertising and promotion budget is the most obvious and direct tool under your control.

We do not advocate an advertising message as the only route to a positive country image where previously a negative one existed. That would be propaganda and not advertising and would not work. On the contrary, we believe that effective campaigns are always rooted in reality. We believe that we can work with you to find which positive aspects of your country we can use to build a credible international positioning. And image. Branding, in other words!



We will also advise you how to use tourist visits and appropriate products for those tourists, to accelerate better appreciations of the real strengths of your country.

Country rebranding: why choose Bangladesh Foundation for Tourism Development?

To re-brand, or to brand, or to intensify the branding of a country requires a particular mix of skills if it is to be done effectively. Firstly, your agency has to understand that a purely cosmetic operation will not work. Bangladesh Foundation for Tourism Development knows how to work with you so that you can – objectively - find the elements in your country on which effective and relevant branding can be built. Real elements: real strengths, real things, real people, real holiday products.

We can work on real policy initiatives that give concrete meaning to your ideals.

How does all that feed back into branding? Well, we will have a clear idea of how you want the public to react to your country. We focus on the actions that build tourism, of course, AND lead to increasing absorption into their attitudes of what you are trying to say to them. We can do this, because we understand Brands.

All branding work today in this field requires:

• Experience of how consumers react to communications • Experience of how brands are built and how brands are refreshed • An understanding of when market research is essential and what kind of

market research gives useable information • A knowledge of how tourism can be used to accelerate the process of re-

appreciating the country • A knowledge of the new groups of tourists and their habits. • understanding of how online media , used to communicate tourism

messages can be also used as the prime public vehicle for a re-assessment of your country



• Experience of how politicians’ minds work and how political journalists react

Tourism - the acceptable public face of your national brand

We have already implied that you may well retain different campaigns for your country. These might include, for example, exports, inward investment, trade fairs, etc. All of these can produce variations on a single theme but they must all be contributing strategically to the establishment of a clear identity for your nation that advances the interests of your people in every dimension.

This is a difficult task. But it has to be done. You cannot afford to attract tourists to a country of quaint medieval charms if your prime economic goal is to attract dynamic, high technology industries.

It is your tourism promotion - in whatever form (advertising, PR, websites, etc) - that will have the biggest impact on attitudes to your nation. It is the easiest option open to you to counter prejudice and to build warm and positive feelings to your nation.

We are talking politics - and public opinion

Your diplomats are doubtless highly skilled. Your own relationships with Ministers of other countries may be excellent. But their ability to treat with you as you would wish is affected by the attitudes of their own electorates. It is conditioned by the headlines in their domestic press.

You can only alter public opinion, in the countries whose goodwill you need, if you talk to them. And as we have said, your tourist promotion is the best and perhaps the only effective medium under your control.

We have said elsewhere that merely to create slick advertising campaigns with a punchy slogan is not enough. The best kind of Press Relations will be



required, and you will have to make sure that the messages about your country are underpinned by the reality of policy initiatives and facts on the ground.

But the sad truth is that many countries do the right things at home, butstill fail to get the credit abroad. Bangladesh Foundation for Tourism Development believes that success requires

• astute and appropriate communication with relevant journalists, politicians and civil servants. THF will work with you to set up such a programme and to develop initiatives that will interest these three groups and get coverage in the countries of your choice.

• The second aspect is to create public goodwill towards your country and your people. THF will advise you how to do this, incorporating your tourist promotion to be your public face abroad. We will discuss with you what you need to do domestically first and then how to structure a tourism strategy that takes the above objective into account.

• We will advise you on the role to be played by different media in changing public attitudes - and, crucially, in actually bringing more tourists, the kind that you actively want, to your country. (THF believes that an active policy in which you choose the type of tourists and the type of tourism appropriate to your national resources, is preferable by far to passive tourism whereby you adapt to the opportunism e.g. low cost airlines, self-interested tour operators, and the accidents of the web to bring to you. The active policy we recommend elsewhere on our website not only creates popular goodwill to tourism in your country and spreads the economic benefits of tourism widely through the population but is sustainable in the long run).

All of this is entirely consistent with the use of every element of your tourism budget to actively promote a favorable and informed view of your country.

Destination Branding:



Bangladesh Foundation for Tourism Development specializes in tourism, and the promotion of destinations. Because of the strong strategic input, what we do has come to be known as Destination Branding.

A destination can be anything from a nation to a region, a resort to a city, an attraction to an event - or even the tour operators that help them to sell.

Branding, in turn, defines a unique set of beliefs about a destination and the sort of holidays or breaks it offers - beliefs that are equally emotional and rational, make it stand out from the competition and make it feel just right for each of its many target audiences. Many factors will go into the creation of these beliefs.

Getting it right requires clear strategic thinking - weighing up what you can offer against what your competitors are doing, what your potential visitors are looking for, and most importantly how to adapt to change.

By the word branding we do not mean your “look” – your logo, colours, design, etc. – but something far deeper. Your “look” is the quick reminder of what your destination stands for in people’s minds. The two must coincide and evolve together, but they are not the same.

Dynamic Branding But at Bangladesh Foundation for Tourism Development we go a step further. We make sure your destination - i.e. your "brand" - keeps up with today's attitudes and behaviors. We call this Dynamic Branding.

Dynamic Branding ® – Kill the brand life-cycle!

Owners of consumer brands have traditionally had a choice in changing times. They could review the effectiveness of their brand every few years and then, if necessary, relaunch it or replace it with a new one – allowing the outdated brand to slowly die (completing its 'life-cycle'). Simply put, this is how brands have survived through time.

Countries and destinations didn’t have that luxury. The internet has now changed that.

In world tourism, new media, cheap transport, increased choice, increased prosperity, evolving expectations, interests and concerns add up to a revolution. As a result, attitudes to countries, and tourists’ expectations of



destinations, change on a continuous basis now. Fickle tourists adopt new fashions or note new destinations, and perceptions of you change every day.

Nations concerned about their reputation find that popular and media opinion is increasingly volatile and quickly influenced. Views and perceptions, justified or ignorant, are disseminated with equal speed by blog, SMS or email.

But that speed of change need not be a threat.

Get on top of it, surf the wave with panache and it will give you new opportunities every day – and the means to exploit them.

So to keep moving forward you may well be obliged to continuously adaptnot just your product but also your image and positioning. And if you do not, you will surely lose out - to other destinations more alert to new opportunities and new emotional buttons waiting to be pressed.

That’s why we call what we do Dynamic Branding®.

Dynamic Branding® in action means, first of all, continuous revolution. It’s a readiness to keep up to date by steady adjustments to positioning and brand image.

Stay ahead of change. That’s Dynamic Branding®.

Dynamic Branding® in action means, first of all, continuous revolution.It’s a readiness to keep up to date by steady adjustments to positioning and brand image.

(Not that Leon Trotsky, who came up with the idea of continuous revolution, was in reality over-concerned about adapting his brand; indeed that was perhaps one of his problems, poor man.)

Second, it means actively anticipating change, not reacting to it passively. Easier to get it right using hindsight, of course, but by then a competitor might already be occupying the position that might have been yours – and reaping the attention that goes with it.

Our mission is to ensure that your destination’s salient attributes are up to date and relevant. Continuously.



That’s why we have developed the concept of dynamic branding®.

We are talking of a unique way of approaching the tourism revolution.

This goes beyond responding to change. It goes beyond understanding the emotional aspects of your destination brand, crucial though it is to understand what they are and how they need to evolve. It’s about concrete matters too.

This way we can keep you abreast of trends and changing opportunities and threats as they happen. By understanding how brands work we can help you to anticipate and innovate so as to be ahead of the game, not behind it.

Remember: a potent brand never just relies on a USP (Unique Selling Point) or just one proposition. It has, or perhaps it is, a distinctive character. Like all characters it exists in the round, and is composed of many attributes. Thanks to the Internet and electronic media, one can continuously tweak product and message in a way that was impossible in the past.

Thus what began as the problem ends up as the solution.

Sustainable tourism… Responsible tourism… Ethical tourism… Community-based tourism…

These are concepts that overlap and inter-connect. They are all increasingly vital to you, whether to target travellers or to satisfy media concern.

However, they can mean different things to different people.

Here’s what we think. You’ll shortly be able to post your own views here – we’d be delighted to host a debate.

Ethical tourism and fair trade: it does matter

More and more tourists and journalists want to know whether travellers’ money goes to ethical ends. That means to reduce poverty, not exploit it. To



sustain and restore natural resources, wildlife, historic monuments, and not damage or exhaust them. It means that tourist revenues should empower local people to retain their way of life or embrace change - or whatever mixture of preservation and development suits them.

Actively managed, tourism can spread prosperity widely among the people, redress some of the adverse impact of tourism ‘ghettos’ and help cushion the effect of local price rises. Community-based tourism is only one way of doing this.

Enlightened self-interest - and profit can go together

Profit and exploitation or ethics and responsible tourism? That’s a false dilemma. The Hat Factory does not believe that self-interest and ethics are automatically opposed. The choice is between short-term and long-term vision. Sustainable tourism by definition means protecting the assets that you will depend on for your long-term interests and profits. Those are the landscapes, wildlife, buildings, culture and traditions – and the goodwill of local people.

We can help you develop profitable products that are sustainable, long-term, in every sense. Our experience in other sectors allows us to talk to you about how tourism can be used to spread prosperity into many sectors of your economy, if you wish.

We believe that tourism can and should sustain employment and the wider economy - farming, crafts, exports, shops, inward investment, and lots more. Tourism can assist self-sufficiency, the development of small-scale enterprise and a culture of enterprise. The Hat factory would love to explore your ideas on this subject with you.

There is not even necessarily a choice between mass tourism and eco-tourism, because often both can co-exist. Indeed they can complement each other. For example, a good solution for the forest might be to reserve and preserve its fragile sites for a handful of carefully targeted and appropriate visitors while a



different marketing approach draws the crowds away to more robust areas. Some beach resorts are equally vulnerable, and marketing can protect them; others can be designed to accept mass tourism but in an entirely sustainable way.

Your image as a destination and a country

As interest rightly grows in these matters, your image as a destination and a country is at risk, unless your website shows that you are addressing these issues convincingly and effectively. As we say elsewhere (Destination Branding) image and reality are connected. The Hat Factory will communicate your concern for responsibility in tourism, but only if based on reality. Hence our enthusiasm for working alongside your team as they adapt and create your products, as well as publicising them and developing your reputation.

The Hat Factory and eco-tourism

The Hat Factory is interested in this subject and aware of what the concerned tourist expects. We can assist you in:

• Redefining target markets • Choosing the products that will attract the concerned tourists you want –

in other words, working with you to review your natural assets in the light of this demanding market

• Working with you to design or refine these products. Examples could be special guided trails, cultural appreciation holidays, and community-based tourism. They can take many forms, sometimes will be even unique, but the effect should be the preservation of your assets and higher living standards. Enhanced, educated contact with tourists has beneficial cross-cultural and political effects, too.

• Drawing public attention to what you are doing – includingjournalists and politicians

• Linking to the relevant, specialist tour operators • Search: Obtaining a high profile in search engines for your efforts and

your products, so as to attract the independent traveller


http://www.destinationbranding.co.uk/destination_branding.html


• Audits: analysing what you promote to tourists, and how - whether from the point of view of the foreign tourist or journalist or the political lobby. Our recommendations would cover your products and how you are communicating them to the ethically-concerned tourist.

#2 -TOURISM BRANDING: USING YOUR VOICE

Without a doubt it has happened to us all at some point in time. There you are quietly sitting in your hotel room or lounge at home, your mind busy with something other than watching the television, and without your really even noticing, the room is suddenly filled with the a series of distinctive chords of music. Before you know it you find yourself quietly humming to yourself: “Malaysia, Truly Asia”, maybe even picturing in your mind’s eye images of still, sparkling turquoise waters being broken by a diving silhouette, baby turtles wiggling back into the sea, wooden toys magically dancing in the light of golden candles, and bronzed smiling travellers sharing a moment of play with local elders. Technically speaking you have not even seen the television screen. All you have heard are the first bars of music. And you are transposed to another place, a place which reminds you of how badly you need a holiday and offers a very enticing suggestion of a destination.

That is the power of DESTINATION BRANDING.

DESTINATION BRANDING has become one of the most exciting, entertaining and expressly competitive aspects of today’s Tourism industry. Across the world and across the airwaves, television and computer screens are busy carrying music-wrapped images of sand, sea and sunshine, snow-white ski slopes and statuesque monuments, sprawling green landscapes, stunning sunsets, perfect starlit nights and warm smiling faces, all tempting hopeful travellers with the promise of a perfect, personal escape.

Each of these different destination promises comes neatly, sensually packaged in the destination BRAND. Or at least they try to.

For any destination, central to tourism sector growth and development is the establishment of a creative, compelling, competitive identity which accurately reflects the experience promise, and delivery capability, of the destination..



Governments around the globe are confidently and proudly investing billions of national revenues each year into establishing destination BRAND exposure and appeal. With such widespread competition, destination BRAND advertising on local, regional and international networks has in many ways evolved tourism communication to destination pageantry.

Still, for all of the excitement and expectation generated by destination BRANDS, it is vital to not lose focus on the fundamental role and purpose of the BRAND.

THE SCIENCE BEHIND THE SYMBOL

A destination BRAND, while appearing as a singular logo creatively stating the name of the destination, is in fact an important symbol for the destination. One seemingly simple design is, in fact, a vital reflection and source of identification of a destination’s character and strategy. The fonts selected, colours used, textures employed, creative devices introduced to support the destination name, even musical arrangement, they all work together to reflect specific key elements of the spirit and character of the destination.

A clear set of practical, meaningful Tourism objectives and aspirations lie behind a BRAND’s unique features.

Through its presence the BRAND showcases the destination to the world, making the desired connection with target audiences.

Ultimately the destination BRAND seeks to speak to two priority Audiences:

1.

The TRAVELLER

2.

The PEOPLE OF THE DESTINATION



Firstly, the Traveller.

For Tourists the Destination BRAND acts as a source of identification of not only the destination name, it is a reflection of the destination’s character and PROMISE of the traveler experience – the beauty and intrigue of places to be seen, the cultural pageantry of people to be met, the range of local activity to become a

part of, the spirit of the destination to be felt. The destination BRAND acts as both

an invitation to the destination, and an encapsulation of the unique experiences

which the tourism can come ‘touch’ for themselves.

Secondly and as importantly, the People of the Destination.

For these people the destination BRAND represents a symbol of the destination’s

DNA. The Destination BRAND acts as a unifying force, aligning all of the people of

the destination behind all that it has to celebrate in its:

o Culture

o Spirit



o Personality

o Future aspirations The destination BRAND must therefore work to unite and inspire the people of the destination to proudly serve in their own way as hosts of visitors to their destination,

be they formally a part of the tourism industry or simply because they call the destination ‘home’.

Ultimately the BRAND acts as the VOICE of the nation -a vital source of

destination identity and messaging for the destination.

With the global Tourism industry becoming more and more competitive, crowded

and creative, destination BRANDS must achieve clear, confident, meaningful

differentiation.

This requires thoughtful, responsible commitment to destination BRAND

development.

As a framework for BRAND development (and examination), it is important to stay

focused on the fact that a truly powerful destination BRAND focuses on the

fundamentals of its VOICE:



•

V – Vision : a powerful destination BRAND reflects the spirit and aspirations of the people of the destination. It expresses the energy and personality of the destination, proactively shaping its social, cultural, natural and economic destiny. Destinations defining themselves purely by growth should naturally project an energy which confidently expresses the destination’s goals and sense of belief in their dreams becoming a proud reality. Destinations rich in history, culture and tradition can effectively showcase and celebrate these features as pillars of the BRAND’s positioning and personality which inspire the future of the destination. Ultimately the destination BRAND should project a clarity of self-understanding of where the destination has come from and where it is going, acting as a source of traveler excitement and motivation to visit.

•

O-Originality: The destination BRAND must clearly, confidently and competitively tell a unique, authentic, compelling story about the destination. Creativity is critical. But beware creativity for creativity sake. The creative expression of the BRAND acts as a mirror of the creative spirit of the destination itself.

Importantly, having established the BRAND’s positioning, core messages and look & feel, it is critical to ensure consistency of messaging. A BRAND is s symbol of identification, understanding and trust. While creative expression of the BRAND may and should change over time, it is important to ensure that BRAND governance is applied towards the Destination Brand’s DNA – ie. its iconography, look and feel, strategic pillars, pay-off. Constant change of, or to, the BRAND’s DNA can result in target audience confusion, distrust of the promise being put forward in communication, and abandonment of interest in the destination.

•



I – Icons: each and every destination has leveraging and creating highly memorable, ownable and inspiring symbols uniquely associated with the destination. These may be, inter alia,:

o Natural environments

o Structures

o People

o Wildlife

o Sport

o Elements of Arts and culture

Destinations icons reflect the energy, possibility and pride of the nation. Anchoring the destination BRAND in icons enables the destination to ‘own’ truly unique elements of interest and attraction. Focus, however, should be few



icons. Destination branding is not a form of cataloguing the full range of experiences open to the traveler.

Ultimately the BRAND should seek to extend an invitation to not just see what travellers are wishing to experience for themselves, but also to discover beyond their expectations of experiences.

• C – Competitiveness: Importantly, a destination BRAND must be able to creatively, powerfully, positively and quickly grab and hold the attention and interest of travelers. Competitiveness of BRAND identity is critical to overall destination competitiveness on the global tourism map.

To truly stand out and achieve recognition, differentiation and interest, creative thought is required not just in the expression of the BRAND’s identity and core messaging, but also in the media mix which is used to achieve desired BRAND exposure. Strategic thought is required to ensure that the right messages are being sent out to the right people in the right mediums at the right time…and importantly, with the desired ROI.

Destination advertising clutter is a reality of the tourism sector, globally, with little chance that it will subside. Creativity in media execution is as important as creativity in BRAND expression to ensure that the destination BRAND’s voice is heard as powerfully, meaningfully and purely as possible.

• E – Experiential: Travel today is no longer simply about seeing and doing, it has become about feeling. Destinations which simply showcase static features of destination – places, sights, structures – risk failing to reach out and make an emotional connection with the traveler.

A destination BRAND which authentically and meaningfully showcases the rich opportunities for engagement of travelers with the destination – its people, its culture, its places, its nature -seeds the development of a relationship between the destination and the traveler. By bringing the destination BRAND to life through emphasis of a select scope of desirable experiences reflecting the pillars of the BRAND strategy, the destination unlocks a rich, powerful opportunity for pre-, during and post-traveler connection. In addition to enhancing the traveler experience to the destination, the destination secures a strong competitive edge vis a vis other destinations,



The power of a destination BRAND is clearly within its VOICE.

Destination BRANDS communicating with a clear, confident, consistent VOICE open themselves up to a world of possibility in growth, development, appreciation, competitive edge and, importantly, pride.

Self-identification in culture and heritage can be a great theme to pride ourselves on as Bangladeshis. For eras, we have been honoured for inheriting more than two thousand-year old civilization. The glorious background we belong to can easily put the whole nation into an image. The tourism is also not a new phenomenon in Bangladesh. So great were the attractions of Bangladesh that to quote a French traveller François Bernier 'it has a hundred gates open for entrance but not one for departure.' The mystic melody of our natural beauties lies in this single expression.

Since tourism captures the entire image of culture, heritage, history and natural beauty, it can rise up through a country's identification process. Branding is a consequence of this process. Conversely, destination branding is a very basic part of the whole marketing strategy of tourism business.

Branding a destination is an element of promoting tourism image which can be defined as just a set of associations that are linked to a particular country. Branding through tourism signifies the values of a country. It tells about the quality of the services and beauties that are offered by the country to its consumers. It tells how a country differs from other countries as its competitors. Hence building a good country brand image means achieving success in the tourism business.

A "brand image" is important for every tourist destination. If developed with awareness the brand serves to distinguish a destination from competing destinations. However some destinations do not have a brand strategy, and are supported by inconsistent advertising campaigns, creating a confused image to prospective customers. Image must be controlled by a clear projection of brand identity. Bangladesh needs this clear projection of self-identification right away.



When consumers decide on a destination for a holiday or a business conference, several "brands" compete for their attention. A strong brand is differentiated from others, has several strong advantages when compared to others, and has an attractive appeal to consumers. In tourism, while factors such as cost of travel, convenience, and quality of facilities are important, the strongest motivator is "image". Image puts a destination on the consumer's "shopping list" and creates an emotional appeal, which enhances that destination's chances of being chosen over others.

Recently a survey commissioned by the Malaysian Tourism Promotion Board reports: Singapore is seen, by a broad selection of travellers and tourist agents from the US, Japan, India, Germany, Australia, UK and Sweden as "clean, modern and safe". China's dominant image and attraction is "culture". Malaysia is seen as "multicultural with many beaches". Thailand has a brand image of "exotic, fun, and friendly people".

So, what's about Bangladesh? It will be really possible to heighten our image through collective contributions from our own national duties and responsibilities. Of course, image projection needs a continuous process. It will not take birth overnight; rather a vigilant gradual grooming of Bangladesh will be correlating to create a brand destination. Formal advertising and promotion of a country as a tourist destination in other nations may also have a great effect. If that image is unfocused or not clear, the destination will have difficulty competing with images created by competing countries. Advertising, PR and promotion must complement informal information obtained through word of mouth and personal recommendations, by either building upon the latter or correcting negative perceptions that may be incorrect.

Developing a strong image for Bangladesh as destination requires a carefully planned brand strategy based on:



· A well defined and unique brand personality

· Selection of the correct positioning strategies

· 'Themed' product development

· Consistent and appropriate advertising and promotion

· Careful brand guardianship

All the above must be built on a thorough understanding of consumer needs. Above all, the success of brand image development will depend on how the perceptions of consumers can be encouraged to believe that one destination is different and better than its competitors. This encourages consumer acquisition and retention, including extending the length of stay.

Normally all the branding campaigns will be decided by the advertising and management departments with a bit of top level management involvement. We should use the budget that has to be allocated to the branding campaigns in a very intelligent manner.

It will not be wise to start with a huge budget campaigns unless the country image is already a big brand. We have to spend amount sparingly in all the available advertising mediums and analyze the results from all the different mediums carefully. We need a deep marketing mix analysis. This will show us what advertising mediums are giving us a better brand image. Then we have to try to spend more amount on those mediums and try to analyze the possible steps we can take to better the brand visibility from the weaker mediums.



Destination branding process is a continuous work. It should go on until the country image takes a lasting shape in the industry. Otherwise there is a great chance of another country taking over the market share. If we follow these basic steps, it is definite that the brand image of Bangladesh will be quite healthy and in turn it would bring in the required Gross Democratic Product (GDP) growth.

Bangladeshi tourism has so much potential – if the right actions are taken: Views On Tourism

The presence of tourism in any destination always brings with it environmental and socio-cultural as well as economic impacts. This is why tourism internationally is often praised as an effective development tool, especially in rural areas and the developing world. A sustainable tourism development would no doubt have a major positive impact in Bangladesh.

Since the 1990s tourism has been a small but rapidly growing sector of the national economy. Nevertheless, Bangladesh is still one of the countries in the South Asian region with the least arrivals and the lowest revenue earned from the tourism industry. Sustainable tourism initiatives exist and demand is increasing, but sustainable tourism management is not widespread in the sector.

In 2008 World Travel & Tourism Council (WTTC), an international business leader forum, predicted that the Bangladeshi contribution from national Travel & Tourism to the Gross Domestic Product (GDP) will stay at 4% from 2009 to 2019. I 2009 these 4 percentage is expected to account for 244,8 billion Taka, which by 2019 will increase to 711,3 billion Taka. The Real GDP growth for the Bangladeshi Travel & Tourism Economy is hereby expected to be 3.5% in 2009 and increase to average 6.0% per annum over the next 10 years.

The low national travel and tourism investment is one obvious development obstacles. According the same WTTC report the Bangladeshi travel and tourism capital investment out of total investment 2009-2019 will drop from 4,1% to 3,9%. In 2009 this same period average South Asian investment is 7,7%, with no ten year forecast data available. Average figures for world travel and tourism investment capital out of total investment is 9,4% in 2009 and 9,3% in 2019.



Despite poor forecasts and multiple sector obstacles, several international players have highlighted Bangladesh as a desired tourism destination during the last couple of years. In terms of positive national tourism branding this kind of publicity is not even possible to buy for money.

1: Lonely Planet, which is in the world’s absolute leader in publishing travel guides and guidebooks, recommended Bangladesh in 2008 as one of the top ten interesting travel destination in 2009.

‘Let’s get this straight from the start. Bangladesh is not the country of disappointment as portrayed in ‘Brick Lane’ or by the international media, nor is it merely the poorly endowed cousin of India. Instead Bangladesh is a revelation that actually leaves India looking a little worse for a wear. Any visitor who ventures here will return home with stories so improbable that claiming you have a pet unicorn is likely to be met with fewer disbelieving shakes of the head.’

Lonely Planet’s Best in Travel 2009, p 6.

2: The publication of two Bangladeshi travel guides from successful international publishers.

The first Bradt travel guide on Bangladesh was published October 2009. This UK publisher is known as a pioneer in tackling ‘unusual’ destinations, for championing the causes of sustainable travel and for the high quality of writing. The back cover text states:

“Bangladesh has a reputation for being poor and beset by flooding, but this ‘republic of rivers’ rewards those willing to look beyond the headlines. […] Leave luxuries behind and embark on the richest of travel experiences among some of the sub-continent’s friendliest people”.

Lonely Planet published their 5th edition of their Bangladeshi travel guide in 2008, with the following introduction

“For all of its forests, temples, mosques, islands and beaches, the highlight of Bangladesh is Bangladesh” (p. 3).

3: The online worldwide New7Wonders of Nature campaign started in 2007 with more than 440 candidate locations from 220 countries. Represented Bangladeshi locations were Sundarbans, a mangrove forest already nominated



a UNESCO heritage site, and Cox’s Bazar beach. By global voting and expert selection the candidates have been narrowed down two times in July 2009 to 77 and 28 candidates. Sundarbans is still in the competition and voting will continue throughout 2010 and into 2011 to narrow down the candidates to 7. The winner of New7Wonders of Nature will be found during 2011.

Let there be no doubt, national as well as international; the Bangladesh tourism sector has indeed potential and a sustainable tourism development in Bangladesh is possible if will, knowledge, action and investment are joined. These are profound convictions of Majbritt Thomsen, a Danish expatriate with a MA in tourism, two years of living and traveling in Bangladesh, a study done on the potential of the Bangladeshi tourism sector for the Royal Danish Embassy, Dhaka, and contact with a variety of people related to the national tourism sector. This experience has showed her over and over again that there are many professional, motivated and visionary people, who can play an important role in a sustainable tourism development in Bangladesh.

The biggest barrier to a positive development of the Bangladeshi tourism sector, according to Majbritt Thomsen, is the lack of a consistent tourism vision based on cooperation, knowledge and sustainability. Late 2008 she launched the voluntary Views On Tourism Project, with an objective to facilitate Bangladeshi access to tourism knowledge and networking. A online knowledge base now consist of national, regional and international tourism knowledge, through more than 200 articles, 70 resource links and an overview of the national tourism players. A LinkedIn network group furthermore unites professional people, who are interested or related to the Bangladeshi tourism sector.

The long-term vision for the Views On Tourism Project is to create an active and innovating sustainable tourism movement. Activities, cooperation and services should aim at building tourism sector capacity as well as providing benefits not only for people who travel, but also for people in the communities they visit, and for their respective natural, social and cultural environments.

Destinations in Bangladesh

The Chittagong Hill Tracts have steep jungle hills, Buddhist tribal peoples and relatively low-density population. The tracts are about 60 km (37mi) east of



Chittagong, and are an idyllic place to tour. The region comprises a mass of hills, ravines and cliffs covered with dense jungle, bamboo, creepers and shrubs, and has four main valleys formed by the Karnapuli, Feni, Shangu and Matamuhur rivers, making it one of the most scenic tourist destinations in Bangladesh.

Cox’s Bazar is the top tourist sites of Bangladesh. It is the most attractive travel sites of Bangldesh and one of the best in all over the world. Cox’s Bazar Sea Beach of Bay of Bengal is the longest unbroken natural sea beach in the world. Cox Bazar is the best tourism place of Bangladesh for its plenty of tourist facilities. There are many hotels and lodge of different level waiting for the tourists. Our websites work as a tourist books for the enthusiastic tourists. As a top travel sites of Bangladesh, you can find a lot of things to do in Cox’s Bazar. Sand at the beach, shore and ocean of Cox’s Bazar blowing around you. When you to Cox Bazar, surrounding atmosphere of Cox Bazar compel you to feel that “ I am the king of Steeplechase”. All the elements of Cox Bazar seem sing the “Song of Ecstasy”. Cox’s Bazar is such kind of magical place. A trip to Cox’s Bazar will be your best kind of day. Cox’s Bazar Beach is sunny, warm and quiet. It is a calm and wonderful place to think vacation. Beach at sunset is a wonderful place to see off. You can move around the longest sea beach in the world frequently. You can walk through the world longest beach of Cox’s Bazar, take a sunbathe, get pleasure from the eye-catching scenery of sun set in Cox Bazar Sea Beach, enjoy surfing, boating, and hearing “Roar-Shwish…Shwish…” sound of the sea wave.

Rangamati is a lush and verdant rural area belonging to the Chakma tribe open to visitors, as is Kaptai Lake. The lake, ringed by thick tropical and semi-evergreen forests with the thatched fishing villages located on the lakeshore are what make a visit special, on tours to Bangladesh.

Puthia has the largest number of historically important Hindu structures in Bangladesh. The most amazing of the village's monuments that you can tour is the Govinda Temple, erected between 1823 and 1895 by one of the maharanis of the Puthia estate. It's a large square structure crowned by a set of miniature ornamental towers. It's covered by incredibly intricate designs in terracotta depicting scenes from Hindu epics, giving the appearance of been draped by a huge red oriental carpet. The ornate Shiva Temple is an imposing and excellent example of the five-spire Hindu style of temple architecture common in



northern India. The ornate temple has three tapering tiers topped by four spires. It is decorated with stone carvings and sculptural works. The village's 16-century Jagannath Temple another beautiful monument to tour. It is one of the finest examples of a hut-shaped temple: measuring only 5m (16ft) on each side; it features a single tapering tower that rises to a height of 10m (33ft). Its western facade is adorned with terracotta panels of geometric designs. It is one of the most fascinating tourist destinations in Bangladesh.

Saint Martin Island is a small coral island about 10 km (6mi) southwest of the southern tip of the mainland with beaches fringed with coconut palms and bountiful marine life. There is nothing more strenuous to do here than soak up the rays, but it is a clean and peaceful place. It is possible to walk around the island in a day because it measures only 8 sq km (3 sq mi), shrinking to about 5 sq km (2 sq mi) during high tide. Most of island's 5,500 inhabitants live primarily from fishing, and between October and April fisher people from neighboring areas bring their catch to the island's temporary wholesale market, a picturesque sight, which you can see on tours to Bangladesh.

The northern most district of the country, offers a number of attractions to the visitors. The Ramsagar (great sea) lake with rest houses is a good picnic spot that you can tour. The spot has facilities for fishing and rowing in a serene and quiet green countryside atmosphere. Kantanagar temple, the most ornate among the late medieval temples of Bangladesh is situated near Dinajpur town. Maharaja Pran Nath built it in 1752 A.D. The Maharja's palace with relics of the past centuries and local museum are worth a visit on tours to Bangladesh.

A pleasant and picturesque drive of 64 km. from Chittagong brings you to a huge expanse of emerald and blue water ringed with tropical forest. It is the famous man-made Kaptai Lake (680 sq. km) formed by damming the Karnaphuli river.Only 3 km. from Kaptai along Chittagong Road, lies the ancient Chit Morong Buddhist temple having beautiful Buddhist Statues. Other places of interest that you can tour in the Hill Tract districts include Chandraghona, Khagrachari and Bandarban all in picturesque surroundings.



Kuakata, locally known as Sagar Kannya (Daughter of the Sea) is a rare scenic beauty spot on the southernmost tip of Bangladesh. It is 70 km from Patuakhali district headquarters and 320 km from Dhaka. Kuakata offers excellent combination of the picturesque natural beauty, sandy beach, blue sky, huge expanse of water of the Bay and evergreen forest. Gateway to the Sundarbans abode of the Royal Bengal Tigers Khulna is an industrial town and Divisional Headquarter.Some of the biggest Jute mills in the country are located here. Khulna is connected with Dhaka by road and boat and by air via Jessore. Accommodation and eating facilities are available for tourists on tours to Bangladesh.

Enjoy the unspoiled nature with all its charm and majesty at Mongla. Spending some time inside the forest can be a rare treat for the lovers of nature on their tour of Mongla.

Rajshahi has seen the most glorious period of Bengal's Paul dynasty. Connected with Dhaka by road, rail, river and air, Rajshahi is located on the bank of the Padma River and is an exciting place to tour. It is famous for pure silk, mango and lichi. Attractive silk products are cheaper. A visit to Varendra Research Museum at the heart of the city for rich archaeological finds would be most rewarding. There are also a number of ancient mosques, shrines and temples in and around Rajshahi, which make it a favorite among tourist destinations in Bangladesh.

About 40 km. from Rajshahi by roads is Natore, an old seat of Maharajas with a beautiful palace now serving as the Uttara Ganabhaban (President's Official residence of the northern region). It was residence of the Dighapatiya Raj. It is situated amid well-kept grounds, surrounded by a fine moat. The buildings are modern. They include a well-equipped guesthouse, an imposing gateway and a fine garden decorated with statues of white marble.



Greater Mymensingh lies from the foot of the Garo Hills in the north down to the plains of Dhaka in the south. Along the northern frontier of the district there are many aboriginal tribes such as Garos, Hajongs and Kochis who are ethnically quite distinct from the people around them. Mymensingh has earned a notable position in Bengali literature as the birth place of rich folklores and folk songs.Visit the national park and game sanctuary at Madhupur about 160 km. from Dhaka. There are a number of reserve forests in the area with rest houses and picnic spots. World famous painter Zainul Abedin's Art Gallery at Mymensingh carries the boyhood memories of national poet Kazi Nazrul Islam.

Nestled in the picturesque Surma Valley amidst scenic tea plantations and lush green tropical forests, greater Sylhet is a prime attraction for all tourists visiting Bangladesh. Laying between the Khasia and the Jaintia hills on the north, and the Tripura hills on the south, Sylhet breaks the monotony of the flatness of this land by a multitude of terraced tea gardens, rolling countryside and the exotic flora and fauna. Here the thick tropical forests abound with many species of wildlife, spread their aroma around the typical hearth and homes of the Mainpuri Tribal maidens famous for their dance. A beautiful, winding pair of rivers Surma and the Kushiara fed by innumerable hill streams from the north and the south forms the Sylhet valley. The valley has good number of haors that are big natural depressions. During winter these haors are vast stretches of green land, but in the rainy season they turn into turbulent seas. These haors provide a sanctuary to the millions of migratory birds who fly from Siberia across the Himalayas to avoid the severe cold there.

About 80 km. from Sylhet town connected by road and rail, Srimangal, is known as the tea capital of Bangladesh. For miles and miles around, the visitor can see, the tea gardens spread like a green carpet over the plain land or on the sloping hills. A tour of the tea plantation in Sylhet is a memorable experience on tours to Bangladesh.

Why National Image Matters –

When we started writing about an idea we called ‘nation brand’ nearly fifteen years ago, I made a simple observation: that the reputations of countries are



very much like the brand images of companies and products. We suggested that a country’s image is just as important to its progress and prosperity as a company’s brand is to its success in the marketplace, because it exerts so much influence over the behaviours and attitudes of that country’s ‘target audiences’: foreign investors, tourists, consumers, students, entrepreneurs, trading partners, the media, other governments, donors, multilateral agencies, or any number of other constituencies.

Today, every country, city and region on earth must compete with every other for its share of the world’s commercial, political, social and cultural transactions in what is virtually a single market. As in any busy marketplace, brand image becomes critical: almost nobody has the time, the patience or the expertise to understand the real differences between the offerings of one country and another, and so people fall back on their fundamental beliefs and prejudices about those countries to help them make their decisions. Just as in the commercial marketplace that ‘brand image’ provides a short cut to an informed buying decision.

Countries with a reputation for being poor, uncultured, backward, dangerous or corrupt will find that everything they or their citizens try to achieve outside their own neighborhood is harder, while countries that are lucky or virtuous enough to have acquired a positive reputation find everything easier. Their brand goes before them like a calling card that opens doors, creates trust and respect, and raises the expectation of quality, competence and integrity. In this way, the reputation of a country has a direct and measurable impact on just about every aspect of its engagement with other countries, and plays a critical role in its economic, social, political and cultural progress.

For the travel and tourism industry, national image is fundamentally important. The tourist board needs to ‘sell the country’ to a vast international audience of ordinary consumers as well as a highly informed professional cadre of tour operators and other influencers, and the background reputation of the country ultimately determines whether that ‘selling’ process is easy or difficult, expensive or cheap, simple or complex – and whether it gets gradually easier



and more efficient over time, or whether it remains forever a struggle. A country’s reputation determines whether its messages are welcomed, and whether they are believed.

This is the reason why the concept of destination branding has become so important. The idea of ‘brand equity’ sums up the idea that if a place, product or service acquires a positive, powerful and solid reputation, this becomes an asset of enormous value – probably more valuable, in fact, than all its tangible assets, because it represents the ability of the place or organisation to continue to trade at a healthy margin for as long as its brand image stays intact. Brand equity also represents the ‘permission’ given by a loyal consumer base for the company or country to continue producing and developing its product range, innovating, communicating and selling to them.

Put simply, a destination with a powerful and positive image needs to do less work and spend less money on promoting itself to the marketplace, because the marketplace already believes what it is telling them. It merely has to help buyers find and purchase the product.

But destinations with powerful brands have a different task, one that destinations with weak brands do not have. Just like any respected corporation, a highly regarded place has a big responsibility to ensure that the reality always lives up to its reputation. Indeed, in order to protect itself against competitors, such a place must exceed expectations through constant innovation. This task can of course be just as costly and just as challenging as building a reputation in the first place, but having a good reputation does at least provide a steady flow of revenue to fund this work on the ‘product’ itself; so at one level, brand equity is as much about cash flow as anything else.

The idea of destination branding is important because it takes into account these important questions relating to the deliberate capture and accumulation of reputational value. Ordinary tourism promotion, when it is carried out with no particular long-term national strategy in mind apart from



growth, is an endless cycle which may or may not lead to real progress in the longer term.

Unlike brand management, it is mainly about selling. It can certainly be effective at doing this, but unless the selling is directed and driven by an underlying brand strategy, there is little chance that the country as a whole will acquire any substantial brand equity, and so the promotional task never gets any easier or cheaper, and there is little chance that a price premium will ever be justified in the eyes of the consumer. The basic principle of destination branding is that every act of promotion, exchange or representation needs to be seen not as an end in itself but as an opportunity to build the country’s image and reputation.

Today, nobody really doubts that understanding, measuring, and even managing the ‘nation brand’ is one of the primary tasks of responsible governments and businesses, or that this brand equity is the fundamental currency of all tourism promotion. But the all-important question of what – if anything – can actually be done to enhance or maintain a positive reputation, is barely understood at all.

Where national image comes from All countries, at some level, get the reputation they deserve, and the only absolutely sure way to achieve a good ‘nation brand’ is to become a fair, prosperous, well-run and successful country. The problem, however, is that national reputation exerts enormous inertia, and generations can pass before improvements in the reality of the country eventually result in an improved image. It is because this process can take so long if left to ‘natural’ forces that nation branding, believed to be a technique with the power to shorten this problematic lag, creates so much interest. We would be the first to admit that ‘nation branding’ is an unfortunate expression, since it seems to imply that branding the nation is both a desirable and a possible thing for countries or their governments to do. We



would argue that branding – the act of reducing something chaotic, complex and contradictory to something simple, memorable and potent – is exactly the wrong thing for most countries to attempt. Branding is more like a problem than a solution, and it is in fact exactly what public opinion does to countries. What countries and their governments need to do is fight against this tendency of public opinion to brand the nation, not to assist in the process. The ‘stickiness’ of national image is mainly due to the fact that most people do not think very much or know very much about other countries: those simple, widely-accepted narratives about other countries are so deeply rooted in the culture of the populations which subscribe to them that they become virtually impossible to shift. To imagine that such fundamental beliefs can be affected by so weak an instrument as marketing communications is an extravagant delusion. The role of communications Marketing communications can be an excellent tool for selling vacations and other products and services, but not for manipulating fundamental cultural precepts like national image. The nation’s image was not built through communications, and it cannot be changed through communications. Managing the nation’s image is not an advertising, design or public relations exercise, although of course these techniques are essential for promoting the things that the country makes and does: its tourism and heritage attractions, its companies and their products and services, its music and art and other cultural products, its sport, its people, its investment and employment opportunities. The quality of the marketing done by all of these stakeholders, and the consistency between the different messages they send out about the place, are important factors in the way the place builds up its reputation – and of course good advertising often plays a major part in creating the positive tourism brands that many countries enjoy today. But a good destination brand is not at all the same thing as a positive, famous, well-rounded national reputation, one that stimulates attention, respect, good relations and good business in every aspect of the country’s



International engagements. The fact of the matter is that no single national stakeholder – the tourist board, the investment promotion agency, the corporate sector, civil society, exporters, central government and so forth – is in control of all the factors that affect its business, so it is essential that they work together. This is especially true of smaller countries, which, thanks to the rapid advance of globalization, find themselves competing every day against countries with far greater resources. For a small country to stand any chance of making its voice heard in this huge global marketplace, it is absolutely essential that it fires on all cylinders, and that everything the country does, says and makes, somehow reinforces the same basic story, the same values, the same personality, the same tone of voice. It is only once a country really learns how to be itself that it can start to exert some influence over its international reputation, and to start to benefit properly from that asset. About Competitive Identity Once it is accepted that communication alone cannot alter a negative or outdated national image, the critical question becomes whether it is indeed possible to close up that gap by other means (assuming, of course, that the country in question does actually deserve a better reputation than it has). Hence the concept of Competitive Identity, a phrase I have coined in preference to the misleading term ‘nation branding’ to describe what is essentially a plan for mobilizing the strategies, activities, investments, innovations and communications of as many national sectors as possible, both public and private, into a concerted drive to prove to the world that the nation deserves a different, broader and more positive image. The theory of Competitive Identity takes its cue from the way in which country images are naturally formed. By accident more often than by design, most countries engage with the outside world, and so create their images, through six basic areas of activity: 1. Their tourism promotion, as well as people’s first-hand experience of visiting the country as tourists or business travellers. 2. Their exported products and services, which act as powerful ambassadors for each country and region when their place of origin is explicit.



3. The policy decisions of the country’s government, whether it is foreign policy which directly affects the ‘audience’, or domestic policy reported in the international media. 4. To business audiences, the way the country solicits inward investment, and recruitment of foreign entrepreneurs, workers, researchers and students. 5. Through cultural exchange, cultural exports and import. 6. The people of the country themselves: politicians, media and sports stars as well as the population in general; how they behave when abroad and how they treat visitors to their country. The basic theory of Competitive Identity states that improved coordination between the points of the hexagon, the joint development of a national strategy, more sharing of resources and expertise, the encouragement of innovation and the establishment of common standards and quality measures can achieve a great deal. Even a modest amount of such ‘joining up’ tends to result in a more effective management of national reputation than most countries currently achieve, or ever have done. Why tourism matters The main business of a tourist board is selling vacations, however, and vacations are products. Compared to the mysteries of national image, destination marketing is a relatively straightforward business: as long as the tourist board has enough marketing expertise, resources and patience, it can be fairly sure of increasing tourism arrivals. Tourism has a secondary impact, however, which is less well recognised, and which makes it one of the few means by which the overall ‘brand image’ of a country can in fact be enhanced. A pleasant holiday experience self-evidently has the power to change the ‘brand image’ of that country, quickly and possibly forever, in the mind of the holidaymaker. People often abandon their preconceptions about countries once they visit them: for those individuals at least, the country stops being a brand and becomes a real country. Indeed there is some evidence from the Nation Brand Index to show that preference for a country and its people, politics, culture and products tends to increase as a result of any personal experience of that country, even when the holiday experience is not positive.



This factor is significant, because people talk to other people about their holidays. If enough people visit the country, especially if they are an influential Demographic, then over time this can create a measurable improvement in the country’s overall international image. And of course it is a virtuous circle: the better the image, the more people will want to visit the country. So it follows that destination marketing, in addition to its primary purpose of encouraging visits, can play an important secondary role in helping visitors to form a compelling personal narrative about the country, which enhances their power as ‘viral agents’ or informal advocates for the country’s brand once they return home. The way in which the destination is marketed, the ‘brand story’ that it tells, is passed on by satisfied visitors to other prospects, and eventually becomes a powerful agent for widespread social marketing effects. It is worth remembering when one is creating marketing messages that one is not simply engaging in a temporary monologue with a primary audience: one is also building a story which, if it is good enough, can take on a life of its own and circulate around the marketplace for a long time, building the brand and making further sales. The challenges of destination branding For this and for many other reasons, the integration of tourism and tourism promotion into the overall nation brand strategy is to be encouraged: but this integration brings real challenges. The main challenge is about balanced representation of the country. Tourism is frequently the ‘loudest voice’ in communicating the country; the tourism sector often has the biggest marketing budgets and the most experienced marketers of any sector. This can, over many years, have the effect of drowning out the economic, political, industrial and even cultural voices, and creates a skewed, ‘soft’, leisure-oriented nation brand which conflicts with the country’s reputation as an exporter of quality products, a serious political player, a technological power, or a suitable destination for investment. One way of avoiding this trap is for tourist boards to ensure that they always take care to properly represent the reality of the country’s population in their marketing. Empty landscapes, in any case, tend to be less effective images for



tourism promotion since the cultural aspects of tourism are so important to travelers; and stereotyped representations of smiling natives in national dress are seldom very convincing. Tourism promotion that gives some sense of the real abilities and real activities of the population is likely to be more engaging, more convincing, more agreeable to the population itself (which is, after all, the ‘product’ which is being ‘sold’ and therefore has a large stake in the process), and is less likely to set up images of the country which will clash with its economic, political or industrial reality. The second challenge is objectivity. Of all the qualities needed by those who are responsible for nurturing a country’s image, objectivity is one of the most valuable, and one of the hardest to achieve. After all, Marketing Directors who are responsible for marketing a product are generally salaried employees, are seldom the inventor or manufacturer of the product, and so do not find it too difficult to take a cool, objective view of the brand they are building: indeed, good ones are valued precisely because of their ability to see the brand in the same way as the consumer. But when the product doesn’t come out of a factory, but is the homeland of the people trying to market it – where they and their parents were born, raised, schooled and trained – objectivity becomes an extremely elusive quality. A lack of objectivity can be fatal to the image strategy of a country, no matter how good the intentions at the start. Typically, I find communications departments in ministries producing lists of their country’s achievements and natural advantages: the nation’s most distinguished sons and daughters, the role it has played in world events, its own major historical moments, gems of architecture and natural beauty, regional cuisine, language and folklore, all served up with pages of indigestible demographics and statistics about GDP and income per capita. From the point of view of a busy consumer halfway across the world, of course, the historical achievements and natural advantages of most countries are of little interest, and seldom add up to anything that could be described as a coherent or powerful brand. Indeed, since Competitive Identity is most urgently needed by the smaller, poorer and newer countries, it is all the more likely that such facts will seem pretty unimpressive to the detached observer. On more than one occasion, I have been faced with the tricky task of gently explaining to a very proud and very patriotic minister that the world will not be enthralled by the fact that the world’s first metal suspension bridge was invented by a man



whose grandfather came from his country, or that over sixty different species of wild grass grow along his eastern coastline. There is a real risk for smaller countries with limited achievements simply confirming the world’s belief that they are a smaller country with limited achievements, by telling people about the handful of world-class or nearly world-class assets they have, and of which they are greatly and perhaps justifiably proud. But the fact is that the potential tour operator or tourist is already comparing them with countries that are in a completely different league, and their expensive marketing will simply serve to emphasize the differences, to their own disadvantage. Rather than attempt to measure themselves up against much bigger, richer or more successful countries, it is far better for countries to identify where their real genius lies, their unique abilities or potential that really do put them in a class of their own. This potential may well be the result of their small size, small population or small economy, not something that they manage to achieve despite it. All countries, if they look hard enough, will find something that is uniquely theirs, and inherently competitive. The ability to see one’s own country, its people, its achievements and its landscape through the eyes of an indifferent consumer on the other side of the world, through the complex lenses and filters of an entirely different culture, is an indispensable skill for all those involved in promoting the nation. Proper consumer research and communications testing is one facet of this, but unless the research findings are fully ‘internalized’ by marketers and become part of their own perspective, they are unlikely to create real objectivity. Dealing with negative reputation A problem often faced by countries in our security-obsessed age is knowing how to deal with a negative national reputation. The problem is that stories about war, terrorism, poverty, disease, corruption, crime and violence – whether entirely justified or not – tend to spread very rapidly, to be instantly believed, and to last for a very long time, playing havoc with a country’s tourism promotion efforts. If we want people to change from the story they currently believe about a country, we have to give credit to their attachment to that story. As I have often said, they are very warmly attached to it: it is simple, credible, and functional,



and it has helped them reduce the complexity of a global world, possibly for decades. They believe it because it works, and because it is interesting. Unfortunately, negative or shocking stories are very often more interesting than good or positive or pleasant stories. But there is simply no point in expecting people to trade down voluntarily from this ‘bad’ narrative to a ‘good’ one that’s less interesting. The significant factor to bear in mind when attempting to correct a negative reputation, therefore, is not whether the story we are telling suits our purposes better, or even whether it is more true than what people already believe: all that matters is whether it is more interesting and more relevant than what they already believe. Unless it is, they simply will not transfer their interest, and will continue to believe what they have always believed. Tourist boards can not and should not ignore negative national reputation. It is essential that any areas of negative reputation are fully researched and fully understood before they are allowed to influence a country’s marketing plans: this may sound like an obvious point, but it is surprising how many countries and their tourist boards will react to what they believe is a negative perception without first establishing the nature, the extent and the causes of that reputation in a rigorous and robust way. Proper benchmarking, accountability, transparency and clear goals for marketing are equally essential: all the parties involved need to agree on what constitutes a successful outcome for any marketing or ‘branding’ plan, and to agree on how this outcome will be measured. This is only proper, given that it is usually taxpayer or donor funds that are spent on such initiatives. Dealing with negative reputation is a matter of treading a careful line between tacitly acknowledging the problems (which if overdone can raise the profile of those problems to people who weren’t worried about them, or even introduce them to people who didn’t know about them), and appearing to ignore or even lie about them. Obviously, marketing communications is not the right medium for addressing issues such as security, foreign policy or human rights, and neither is the tourist board the right body to comment on such things. This is simply another example of how important it is for all sectors to work together when national image is at stake: policy makers need to address the problems directly (tackling the negative) while tourism shows that the country is still in business



and still a viable destination (emphasizing the positive). Support from the culture and business sectors can be very helpful in establishing the positive side to the national ‘story’. Business travel The question of non-leisure visits, or what is sometimes called the meetings industry, is worth singling out for particular emphasis in this context. As leisure and even cultural tourism tend to be seasonal in nature, and as the natural or climatic attractions of many countries do not enable them to compete at a truly global level, it is essential that the business side of tourism is developed to the highest possible standard. Business visitors, as is well known, tend to bring many more ‘knock-on benefits’ than leisure visitors: not only do they spend more money than tourists on subsistence and accommodation and transport, but they also bring influence and connections, which can lead directly or indirectly to academic, financial, commercial, sporting, cultural and political investment for the city. However, the meetings industry is quite different in nature to leisure tourism, and one should not make the mistake of conflating the two: apart from anything else, the fact that one involves consumer marketing while the other is strictly B2B means that they should be handled in quite different ways, by different people, and with separate budgets.

The environment A final, crucial point concerns the environment, a subject which increasingly dominates the agenda of the tourism industry. An interesting finding which has come out of the Nation Brands Index is how consumer tastes and values appear to change somewhat faster than national image and reputation. As I have often said, country images really do not change very much; people need these comforting stereotypes that enable them to put countries in convenient pigeon-holes, and only abandon them if they really have no other choice.



People’s views of global issues, on the other hand, change much more rapidly. National images move slowly because most people spend so little time thinking about other countries: if a person in Canada or South Africa or India spends a few moments each year thinking about Italy or Chile or Japan, it is not surprising if their perception of those countries remains largely unchanged for years on end. But on the other hand, people in Canada and South Africa and India may spend several minutes every day thinking about big issues like climate change, poverty, war and diseases, religion, the cost of living, oil prices and whatever else is in the media, so public opinion on these topics changes relatively fast and relatively frequently. So it follows that a country’s image is more likely to be affected by a change in the relevance of its image for its target audience – in other words, to go out of fashion – than by an inherent loss of attraction in that image. Judging by the profiles of the countries that most people now admire, three areas of reputation have become critical in recent years: 1. A country’s perceived environmental credentials. This is rapidly becoming a mandatory requirement for a country’s acceptance into the community of nations, and a critical factor in the decision-making process of tourists, consumers and others. 2. A country’s perceived competence and productivity in technology, which is a proxy for modernity: people, on the whole, admire modern countries. 3. A country’s attractiveness as a place of learning and economic and cultural self-improvement: a destination for personal advancement. It is clear that the first of these areas is of particular concern to the tourist industry. Basic levels of environmental awareness and protection are increasingly seen by consumers as the ‘cost of entry’ into the marketplace, and there is no longer anything very special about countries that offer ‘green’ vacations and talk loudly about their commitment to protecting their natural environment. As time passes, it becomes increasingly necessary for countries to show real innovation, real action, real leadership and above all demonstrable results in this area. ‘Green wash’ just will not wash, and as in every aspect of the fascinating field of national image and reputation, actions will always speak louder than words.



In fact, if destination marketers only remember one piece of advice, it had better be this. Do not think about what to say next; think about what to do.

The Programs that we would like to undertake for Branding Bangladesh

In June 2012:

Estimated Cost of Campaign: BDT 0. 5 Corore

Summer Feast in Rajsahi

Summer Fruit festival Visit to orchards of Mango and Lychi Fruit picking and tasting sessions Fruit Basket giveaway Summer Cultural Program

Summer Festival at Hill tracts

o Lake Cruise o Lake Fishing o Tea Plantation Visit o Indigenous Summer Fruit Tasting and takeaway o Introducing with local food delicacy o Visit to natural beauties o Sights and sound of Hill Tracts o Tracking in wilderness

In August 2012


Rain Feast @ Sylhet

Rain Dance



Cultural Event with local Manipuri and Khasiya People Tasting the Local delicacies Mud Biking Hill Tracking Spice harvesting Betel leaf garden tour Boat Race Boating Sailing Fishing

In November 2012


Harvesting Season Fest Nobanno @ Kishorgonj and Mymansingh

Pitha Feast Bull Fight Farmer Feast Cock Fight Fish Feast Sight Seeing Lalon Mela Baul Mela

In December 2012 Winter Feast

Estimated Cost of Campaign: BDT 1 Corore

@ Sylhet Region

o Tea Tasting o Pitha Feast o Tracking o Mount Biking o Nature Reserve o Bird Watching o Fruit Tasting



o Local Food Feast

@ Chittagong Region o Bird Watching o Tea Tasting o Sight Seeing o Surfing at Cox’s bazaar beach o Wind Surfing at Cox’sBazar Beach o Sailing at Karnaphuli River o Wind buggies racing at CoxsBazar Beach o Celebration of new year at CoxBazar and Chittagong Beach with

Full Moon Party at Beach o Tour at Saint Martin o Beach Cleaning Campaign o Kite Flying Festival

In February 2013

Estimated Cost of Campaign: BDT 1Corore

@ Barisal Region o Sun Feast at Kuakata o Nature Reserve Program @ Nijhum Dwip o Eco Tour Feast at Sundarban o Wild Life Watch out program o River Cruise o Pitha Uthsob o Mother Language Celebration day at Dhaka

In April 2013

Estimated Cost of Campaign: BDT 1 Corore

@ CoxsBazar Region o Solar Boat Contest o Bengali New Year Celebration with Rakhains in water Feast o Boisakhi Uthshob at Dhaka o Panta Elish Uthshob



o Pitha Uthshob o Food Feast o Textile and Handcrafts Expo

@ Dhaka Region o Boisakhi Mela o Boisakhi Rally o Boat race

@Chittagong Region o Traditional Wrestling o Bangla New Year Feast o New Year Fair and Food Festival

In May 2013


Assessment of Tourism and Branding campaign

Showcasing the achievement Assessment of Bangladeshi Tourism Structure and Star Rating of

Hotels and Resort Publication of Tourism info hand book about Bangladesh Prize Distribution Ceremony to the persons and Individuals for

their extra ordinary work in Tourism Launch of New Campaign year Honoring the participants, sponsors and partners.

Total Campaign Cost: BDT 5 Corore


BANGLADESH TOURISM FOUNDATION

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