L1 1 introduction to tdm

An Introduction to Destination Management

Lecture 1/1


Lecture 1/1


Anna Antonova, Ph.D.Tourism Destination Management. - 20152

An Introduction to Destination Management (1/1)

1.1 Defining a Tourism Destination

1.2 Defining Destination Management

1.3 Why Manage the Destination

1.4 Tourism Destination Management: Similar But Different to Other Industries

1.5 Sustainable Tourism Development

1.6 Destination Life Cycle: Various Stages of Development and Why it is Important to be Aware of Them


An Introduction to Destination Management (1/2)

1.7 Types of Tourism

1.8 The Customer Journey

1.9 Maximising Visitor Satisfaction: A Value Chain Approach

1.10 A Framework for Developing a

Destination Management Strategy

1.11 Strategy Check List


1.1 Defining a Tourism Destination

What is “Tourism Destination”?


“Tourism Destination”:• Is a physical space in which a tourist

spends at least one overnight.

• It includes: tourism products (such as support services) and attractions and tourist resources within one day’s return travel time.

• It has physical and administrative boundaries defining its management, and images and perceptions defining its market competitiveness.


Destinations could be on any scale:

…a whole country (e.g. Australia)


… a region (such as the Spanish ‘Costas’) or island (e.g. Bali)


…a village, town or city


...a self-contained centre (e.g. Disneyland)


…Other examples of Destination?


Note:In this course we consider

that the optimum level for destination management in most countries is below the national level or regions


The Basic Elements of the Tourist Destination

Destination appeal and experiences offered are shaped by:

AttractionsAttractionsAttractions

Public andPrivate

Amenities

Accessibility HumanResources

Image andCharacter

Price


Attractions…focus of visitor attention and may provide

the initial motivation for the tourist to visit the destination.


Attractions can be categorised as…

1) natural (e.g. beaches, mountains, parks, weather)…



2) built (e.g. iconic buildings such as the Eiffel tower, heritage monuments, religious buildings, conference and sports facilities)



3) cultural (e.g. museums, theatres, art galleries, cultural events)


…attractions could be in the public realm such as a nature park, cultural or historical sites or could be community attractions and services such as culture, heritage or lifestyle. Other, less tangible factors, such as uniqueness and emotional or experiential triggers are also attracting tourists to destinations.


Sector(type of ownership)

Main types of attractions owned

Main motives for ownership an operation

Public:

- government,

- local authorities,

- nationalised industries.

Museums, galleriesAncient monumentsArchaeological sitesHistoric buildingsCountry parksForests

Main priorityConservationOther prioritiesEducation, public access, increased leisure opportunities for the community, catalyst for tourism development, income, visitor management

Private:

- Commercial organisations.

Theme parksZoosMarinas

Main priorityProfitOther prioritiesEntertainment, max. visitor numbers, market share, exploit growth markets

Voluntary:

- Trusts & charities.

Historic buildingsHeritage centresSteam railways

Main priorityConservation via income from visitorsOther prioritiesEducation, visitor management

Ownership of Attractions


Amenities…

…are the wide range of services and facilities which support the visitors’ stay


Amenities include basic infrastructure such as:

- utilities


- public transport, and roads


- direct services for the visitor such as: ..accommodation, ..visitor information, ..recreations facilities, ..guides,

..operators,

...catering

..shopping facilities


Accessibility

• The destination should be accessible to a large population base via road, air passenger services, rail or cruise ships. Visitors should also be able to travel with relative ease within the destination.


• Visa requirements, ports of entry, and specific entry conditions should be considered as part of the accessibility of the destination.


• What is your opinion about accessibility of such destination as

St-Petersburg?


Image

• A unique character or image is important for attracting visitors to the destination.


• It is not sufficient to have a good range of attractions and amenities if potential visitors are not aware of this.


The image of the destination includes:

• uniqueness,

• sights,

• scenes,

• environmental quality,

• safety,

• service levels,

• friendliness of people.


DESTINATION ST.-PETERSBURG


• Various means can be used to promote the destinations image (e.g. marketing and branding, travel media, e-marketing).


Price• Pricing is an important aspect of the

destination’s competition with other destinations.


Price factors relate to the:- cost of transport to and from the

destination- cost on the ground of accommodation,

attractions, food and tour services.

• A tourist’s decision may also be based on other economic features such as currency exchange.


Human Resources• Tourism is labour intensive and interaction

with local communities is an important aspect of the tourism experience.

• A well-trained tourism workforce and citizens who are equipped and aware of the benefits and responsibilities associated with tourism growth are indispensable elements of tourism destination delivery and need to be managed in accordance with the destination strategy.


Questions

• What is “Tourism Destination”? Give an examples.

• What the Basic Elements of the Tourist Destination do you know?

• What is “Tourist attraction”? What types of tourist attractions do you know?


1.2 Defining Destination Management

1.2.1. The Destination Management Organisation (DMO)• The DMO’s role should be to lead and coordinate

activities under a coherent strategy. • They do not control the activities of their partners but

bring together resources and expertise and a degree of independence and objectivity to lead the way forward.

• DMOs must develop a high level of skill in developing and managing partnerships.

• DMOs have typically undertaken marketing activities, their remit is becoming far broader, to become a strategic leader in destination development.


Tourism being an extremely competitive industry requires a coordinated management approach based on collective vision and strong partnership


DESTINATION MANAGEMENT ORGANIZATIONS:(DMO)

• A recent conceptualization of the organization function for destination management: M means total management rather than simply marketing.

• DMO is highly representative of the tourist industry and involves public and private stakeholders operating a partnership model both in terms of representation and funding.


Destination Management Organisations could be one of the following categories:

• National Tourism Authorities (NTAs) or Organisations (NTOs), responsible for management and marketing of tourism at a national level.


• Regional, provincial or state DMOs (RTOs), responsible for the management and/or marketing of tourism in a geographic region defined for that purpose, sometimes but not always an administrative or local government region such as a county, state or province.

• Local DMOs, responsible for the management and/or marketing of tourism based on a smaller geographic area or city/town.


Link between the success of a destination and the DMO:

• Effective model and structure

• Vision and leadership

• Planning


DMO: VISION AND LEADERSHIP

• Vision is a created portrait or an overall picture of the desired future of the destination. It is the essential component of tourism policy and should intergrate all the elements necessary for destination competitiveness.

• Vision provides a direction for development• In the visioning step, the stakeholders which in many

cases differ in their perceptions of the impacts and can easily go off in different directions should share a common view. (strong sense of purpose, shared ambition)


PLANNING: ( broad steps to deliver on the vision)

• Analysis of the current situation,• Analysis of the oppotunities and needs,• Selecting the target market,• Setting objectives• Prioritisation and selection of areas for focus and

investment (infrastructure, human resources, product development, technology and systems development, related industries and procurement),

• Marketing plans (destination image, branding, positioning, distribution channels, promotion tactics etc.),

• Evaluate results (measure perfomance, monitor governance, identify gaps and respond).

Anna Antonova, Ph.D. Tourism Destination Management. - 2015 45

Example Tourism Victoria, Australia: Goals of a destination management organisation (1/2)

• Tourism Victoria is the State Government authority responsible for developing and marketing Victoria as a premium tourist destination for Australian and international travellers. Tourism Victoria is a statutory authority within the Department of Innovation, Industry, and Regional Development.

• Tourism Victoria’s mission, in partnership with the industry, is to “Maximise employment and the long-term economic benefits of tourism to Victoria by developing and marketing the State as a competitive tourist destination”.

See: www.tourismvictoria.com.au

http://www.tourism.vic.gov.au/

Anna Antonova, Ph.D. Tourism Destination Management. - 2015 46

Example Tourism Victoria, Australia: Goals of a destination management organisation (2/2)

• Marketing Goal. To increase visitor numbers, length of stay and visitor expenditure by positioning Victoria as a distinct and competitive tourist destination.

• Leadership Goal. To take a leadership role in the tourism industry, encourage professional standards and the development of cooperative arrangements which maximise industry effectiveness.

• Infrastructure Goal. To improve the tourism assets of Victoria by identifying infrastructure opportunities and facilitating development projects.

• Management Goal. To maximise the effective use of resources by conducting the business of Tourism Victoria in accordance with professional commercial management principles.


1.2.2 What is Destination Management?

• Destination management is the co-ordinated management of all the elements that make up a destination (attractions, amenities, access, marketing and pricing).

• Destination management takes a strategic approach to link-up these sometimes very separate entities for the better management of the destination.

• Joined up management can help to avoid duplication of effort with regards to promotion, visitor services, training, business support and identify any management gaps that are not being addressed.


Destination management


• The elements of the destination are supported by marketing to get people to visit in the first place and delivery of services on the ground to ensure that expectations are met at the destination.

• Underlying these activities is the need to ensure a suitable environment, (physical, social and economic) in which to develop tourism.

• The Destination Management Organisation should lead and co-ordinate these different aspects of the destination.


Creating a suitable environment includes:

• Planning and infrastructure;

• Human resources development;

• Product development;• Technology and

systems development;• Related industries and

procurement.


Marketing – to attract visitorsMarketing includes:• Destination promotion, including branding

and image;• Campaigns to drive business, particularly

to SMMEs (Small medium and micro enterprises);

• Unbiased information services;• Operation/facilitation of bookings;• CRM (Customer Relationship

Management).


“St-Petersburgs’ Logo”


Delivery on the ground includes:

• Destination coordination and management for visitor ‘quality of experience’, especially the public realm;

• Product “start-ups”;

• Events development and management;• Attractions development and management;• Training and education;• Business advice;• Strategy, research and development.


1.2.3 How Does Destination Management Work?

Destinations are some of the most difficult entities to manage and market, due to the complexity of the relationships of local stakeholders


STAKEHOLDERS


The Destination Management Plan (DMP)

is a key instrument for building partnership and commitment. As a document it should set out clearly the plan of action and the rationale for the programme. As a process it should be a prime opportunity to:

• Integrate the actions of separate organisations;• Confirm and strengthen the link between strategy and

action;• Apply the DMO’s knowledge and expertise to the project

planning of other organisations;• Foster an evidence-based and learning approach to

destination promotion and management.


1.3 Why Manage the Destination

• Why Does the Destination Have to be “Managed”?


• Tourism is an extremely competitive industry and to compete effectively destinations have to deliver excellent value to visitors.

• From the time that the visitor arrives at the destination, until he/she leaves, visitor value is affected by many services and experiences: public services, private products and community interactions and hospitality.

• It is vital that the various components of the visitor’s stay are managed and coordinated to maximise customer value throughout the visit.

• Effective destination management allows destinations to maximise tourism value for visitors while ensuring local benefits and sustainability.


1.3.2 Advantages of Managing a Destination

1. Establishing a competitive edge – has 2 requirements:

• Establishing a strong and unique positioning, i.e. offering a different kind of experience compared to other destinations, by developing the destination’s attractions and resources in a way that highlights its unique characteristics.

• Delivering excellent quality experiences and superior value for money, by ensuring that all aspects of the visitor experience are of the highest standard are co-ordinated.


2. Ensuring tourism sustainability

Sustainable tourism development with proper management and planning ensures that the destination maintains its environmental integrity and the resources and character that made it attractive in the first place are protected. Good management can also help to avoid social and cultural conflicts and prevent tourism from affecting local lifestyles, traditions and values adversely.


3. Spreading the benefits of tourism

Tourism expenditure and consequent benefits could be spread e.g. by supporting the development of community based products and experiences, advancing rural and experiential tourism, promoting small business development, exploring the potential of arts and crafts industries, etc.


4. Improving tourism yield

Through focused spatial development and targeted marketing, destinations could lengthen the average visitor length of stay, increase per capita visitor expenditure and reduce unwanted seasonality in visitor arrivals; all contributing to an improved return on investment and yield per visitor.


5. Building a strong and vibrant brand identity

DMOs are increasingly realising the value and power of strong destination brands. By consistently delivering excellent value, brand loyalty increases and visitors return to the destination on a regular basis.


• Why destinattion has to be managed and what are advantages of managing

a destination?


1.4 Tourism Destination Management:

Similar But Different to Other IndustriesCommon success indicators: Tourism and manufacturing

industries

Shoe Manufacturing Tourism

Number of shoe manufacturers Number of tourism businesses

Number of people employed in shoe manufacturing

Number of people employed in tourism

Pairs of shoes produced per annum, per type of shoe Value of shoes produced

Number of visitors attracted, per visitor segment Tourist spend


• As with other industries a successful tourism industry depends on two key aspects coming together: a suitable experience (product) and a customer (market) that is willing to purchase and pay for it.


• Tourism can only succeed if tourism businesses are viable, i.e. if the product is suitable and if there is adequate demand for it.


1.4.1 Unique Features of the Tourism Industry


1.5 Sustainable Tourism Development• Destination management - is the interactions between the visitors, the industry that serves them, the community that hosts them and the environment where this interaction takes place. • The last of these, the environment, can be understood in its broadest sense to include built and natural resources on which many tourism products are based.


The model can be used as a quick check of the sustainability of a proposed plan or action. Four questions should be asked:

• How will this decision affect the visitors?

• What are the implications for industry?

• How does this affect the community?

• What will be the impact on the destination’s environment and/or culture?


• If positive answers cannot be given for all four questions, then the right balance has not been found and the proposition is unlikely to be sustainable.


• Discuss a possibility to build in St-Petersburg region a F-1 ring to give a new breath to tourism in this historical city.

• Answer the 4 above questions and make a conclusion about potential sustainability of tourism in such case.

“St-Petersburg – the city of Formula-1”


1.6 Destination Life Cycle: Various Stages of Development and Why

it is Important to be Aware of Them

• Tourism destinations are constantly changing, they rise and fall in popularity and their success can often be influenced by changes in fashion or to external influences outside the control of the destination. This process can be understood in terms of a life cycle as explained by the Tourism Area Life Cycle (TALC)


Tourism Area Life Cycle


Exploration.

• During this stage small numbers of visitors are attracted by natural or cultural attractions; visitor numbers are limited and few tourist facilities exist; visitors may come from nearby towns.


Involvement.

• During this stage there is limited involvement by local residents who provide some facilities for visitors; recognisable tourist seasons and market areas begin to emerge; visitors may travel from within the state or region.


Development.

• During this stage large numbers of tourists arrive and external organisations such as hotel chains and tour operators take more of a key role; tourists may travel from all parts of the nation or internationally.


Consolidation.

• During this stage tourism becomes a major part of the local economy and of increasing political importance, with politics perhaps taking more of a central role. Rates of visitor growth may have levelled off and some facilities may be in need of upgrading.


Stagnation.

• During this stage the number of visitors has peaked; the destination may no longer be considered fashionable and there may be a high turnover of business properties. Depending on the response of destination managers to the onset of stagnation, various scenarios are then possible, including decline, stabilisation, or rejuvenation and re-invention. It is at the stage of consolidation and stagnation that managers need to intervene and take action to avoid decline.


1.7 Types of Tourism

L1_2 Tourism overview

Tourism destinations may be affected by many external influences outside their control such

as changes in fashion, or political or environmental circumstances. Depending on the resources available to the destination, it is

wise to diversify and to offer more than one type of tourism. The following is a briefexplanation of the key types of tourism.


Leisure.

• Leisure tourism is the term used to describe tourism for the main purposes of recreation and leisure. It is typically thought of in terms of the residential vacation, but it may include day trips also.There are many different types of tourism within this sector such as adventure tourism, ecotourism, heritage tourism, wine tourism, packaged beach vacations and so on.


Health.

• Health tourism can broadly be defined as people travelling from their place of residence for health reasons. This includes visits to spas and health and fitness centres, as well as travelling to receive treatments which require more specific medical intervention such as cosmetic or medical surgery. The latter have been driven by high costs and long waiting lists in the generating countries and by new technology and skills in destination countries alongside reduced transport costs and Internet marketing.


Educational/study.

• Educational or study tourism includes both travelling to attend an academic institution in order to gain qualifications or participation in a tour for the purposes of learning.


Business tourism.

• Is travel to attend an activity or event associated with business interests. A key component of business tourism is the MICE sector: meetings, incentives, conventions and exhibitions.

• Business travellers come at different times of the year, at different days of the week and may return to a destination as leisure travellers. Business travellers, particularly conference delegates, may travel with their partners and can be persuaded to spend extra time in the destination for leisure purposes. Business tourism is high quality and high yield and can be positioned as a key part of an economic development strategy. The sector is resilient to the types of events and economic downturns that affect leisure tourism adversely.


Visiting friends or relatives

• This term refers to travel to visit friends or relatives and could be the primary purpose of a trip, or could be a combination of visiting friends and relatives with a vacation. The extent to which VFR visitors use services such as accommodation and attractions will vary, some may stay exclusively with their friends/family while for others this may be a combination. Globalisation is facilitating more of those who live and work in different countries from those in which they were born and this will inevitably increase VFR travel.


Religion.

• Religious tourism is tourism motivated strongly for religious reasons. This may include pilgrimages to significant religious places such as the Holy Lands – significant to Jews, Muslims and Christians or India – significant to Hindu and Buddhists. Religious tourism can also be for a specific religious conference or event such as the Islamic pilgrimage to Makkah (Mecca).


Sport.

• Sport tourism is travel• to participate in a sports activity for recreation or

competition; • or to observe a sporting event (e.g. the Olympics, which

attract a number of participants and spectators); • or to visit a sports attraction. Attractions may be

natural or man made and provide opportunities to participate in sport.

Resorts often specialise in providing sport activities such as golf or tennis and specialised tours such as package ski tours or tours for spectators and participants have been developed.


Type of Type of destinationdestination Customers & ActivitiesCustomers & Activities

Urban

Business-MICE (Meetings-Incentives-Conferences-Exhibitions-Education-Religion-Health) Leisure (Sightseeing-shopping-shows-short breaks)

Seaside

Business-MICE (Meetings-Incentives-Conferences-Exhibitions) Leisure (Sun-sand-sea-sex-sports)

Alpine

Business-MICE (Meetings-Incentives-Conferences-Exhibitions) Leisure (Ski-Mountain sports-health)

Rural

Business-MICE (Meetings-Incentives-Conferences-Exhibitions) Leisure (Relaxation-Agriculture-outdoor activities-sports)

Authentic third world

Business-MICE (explore business opportunities-incentives-touristic visit) Leisure (Outdoor-adventure-authentic-charities-special interest)

Unique Exotic

Business-MICE (Meetings-Incentives) Leisure (Special occasion-honeymoon-anniversary)


1.8 The Customer Journey

• The customer journey is a helpful framework for understanding the experience of the customer: from first thinking about a vacation or business trip through to planning, booking, experiencing and recalling the experience.


The Customer Journey


1. Dreaming.

• The customer is considering a vacation. They may have an idea of when they will travel, for how long and how much they might spend, but they have not decided where they will go or what they will do. They will be looking for inspiration, ideas and recommendations. Decision making will probably begin at the national level, as different countries are considered.


2. Planning.

• The customer may have a clearer idea of where and what they want. They will be looking for further, specific information about their choice such as transport and accommodation options, things to do, ‘must sees’, events, the weather, and bad weather options. The decision making may be narrowed down to regions and/or destination in the country of choice.


3. Booking.

• The customer may make comparisons of best values – price may be the main priority followed by convenience and security. The booking may be made through an intermediary – a tour operator, travel agent, booking agent or DMO or directly with individual providers (e.g. Transport and accommodation providers).


4. Experiencing.

• This is the stage at which the visit is experienced and will include transport to and arrival at the destination as well as every aspect of the visitors stay once they have arrived. This stage covers everything from the overall welcome that they receive, the standard of the facilities, the quality of the attractions, accommodation and other amenities and the information that visitors receive.


5. Remembering. • The customer will recall their journey and will assess

whether it was good or bad. The experience at every step of the journey will inform this decision. If the experience was good, then the customer may recommend to others, or return themselves. If the overall experience was bad then the customer will not return, will not recommend to others, and may well speak badly of the destination. The DMO can keep the memory of the good experience fresh in the mind of the visitor through the good practice of Customer Relationship Management. This “satisfaction dividend” is reaped through the destination’s marketing. Databases of past customers and followup database/e-database marketing should be maintained on an ongoing basis.


• Quality consistency at every stage of the journey (from planning and anticipation through the booking process and into the experience) should be ensured

• Those concerned with the success of the destination (including the public and private sectors) should combine effectively to deliver this consistent quality. This will generally be through a DMO.

L6 Quality


Customer journey, communications life cycle (CLC)

and destination action


1.9 Maximising Visitor Satisfaction: A Value Chain Approach

• A large part of the tourist’s experience is dependent on support factors at the destination that cannot be affected, controlled or packaged by any individual player in the industry.

• In order to analyse and understand exactly where and how value is added to the destination experience at each stage we need to design a value model that is clearly focused on the consumer’s requirements sand activities.


Primary Activities• Primary activities directly involve the

packaging, promotion and delivery of the tourism experience to the visitor. The public and private sector tourism industries consider these primary activities their core business including: Product development, Destination and product packaging, Promotion, Distribution and sales, In and outbound logistics, Destination operations and services, Aftercare.


The destination value chain: Primary activities


Product development.

• This is of key importance to ensuring constant rejuvenation of the destination offering. There are two different parts that make up the product. Firstly attractions such as natural, cultural and man-made products that provide the major reasons for travellers wanting to visit and experience the destinations and plant such as accommodation, catering and transportation which is mainly developed in support of the attractions of a destination and does not act as a primary motivator for travel. It is therefore of utmost importance that the attractions are constantly improved and expanded in accordance with new trends and developments in the marketplace.


Destination and product packaging.

• The intangible tourism product should be packaged as conveniently, attractively and accessibly as possible. Packages consist of a range of attractions, experiences, products and services and can be offered according to theme, suggested itineraries or geographical locations.


Promotion.

• The destination needs to be promoted to the marketplace either directly to the consumer or to the intermediaries (travel agents and tour operators) using a range of promotional methods.


Distribution and sales.

• Generic and commercial information should be distributed through the most appropriate channels. These include consumer enquiry lines, mailing services to distribute destination information, brochure display facilities, retail travel agency networks to quote, sell and make reservations, arranging insurances as well as payment and ticketing systems.


In and outbound logistics.

• Ease and speed of access, especially for long-haul destinations, is increasingly having an influence on destination choice. Choices to visit can be influenced by convenience factors such as availability and cost of flights, visa and passport provision, airport facilities and services, VAT reclaim facilities, emigration services, check in and gate operation, baggage handling, in-flight services, seat pricing and scheduling, etc.


Destination operations and services.

• The largest part of the tourist experience happens at the destination and this has a determining effect on the enjoyment levels and value experienced by the visitor. These include all aspects of the tourists visit including transfers, taxis and public transportation, visitor services and centres; accommodation, food/catering, tours, attractions, car and car rentals, entertainment, health and beauty services, sport and recreation, etc.


Aftercare.

Client care and follow-up is essential to establish loyalty and positive attitudes among clients.

Aftercare services include establishing, managing and maintaining databases of client information, tracking consumer attitudes and profiles and conducting industry feedback and follow-up programme.


Foundation Activities

The foundation activities are those where the value delivery is indirect and supports the visitor experience e.g. : infrastructure, planning, human resources development, technology and related industries such as construction, retail, etc.

The provision of these foundation activities is especially challenging, since they are delivered by a range of public and private agencies that do not have tourism as their core businesses.


Foundation Activities


• The efficient delivery of these activities and their performance are a fundamental foundation for building a tourism destination and as such are vital to the destination’s success. The destination must live up to its brand promise, otherwise there will be high levels of dissatisfaction. Ensuring these foundation activities are in place requires strong leadership from the DMO.


• Such delivery can only occur within the framework of public/private partnerships and strategic alliances and effective institutional coordination among the various players in the value chain.


1.10 A Framework for Developing a Destination Management StrategyThe following systems framework [110]

summarises the strategic planning model that could be used for devising a strategy for effectively managing the destination.


A framework for destination strategy development


Sources (main):1. Trends and Issues in Global Tourism - 2011. Roland

Conrady, Martin Buck. – 2011. - ISBN 978-3-642-17766-8

2. A Practical Guide to Tourism Destination Management. World Tourism Organization, 2007 - ISBN: 978-92-844-1243-3

3. Rich Harrill, Ph.D. Guide to Best Practices in Tourism and Destination Management. Vol.1. AMERICAN HOTEL & LODGING EDUCATIONAL INSTITUTE, 2003 - ISBN 978–0–86612–250–4

4. Rich Harrill, Ph.D. Guide to Best Practices in Tourism and Destination Management. Vol.2. EDUCATIONAL INSTITUTE of the AMERICAN HOTEL & LODGING ASSOCIATION, 2005 - ISBN 0–86612–272–9


5. The new Destination Managers Toolkit (DMT) -http://www.insights.org.uk/destinationmanagementguide.aspx#

6. Sustainable Tourism: International Cooperation for Development / http://lms.rmportal.net/course/category.php?id=51

7. Handbook on Tourism Destination Branding. UNWTO, 2009. – ISBN 978-92-844-1311-9

8. World Tourism Organization (UNWTO) official website: http://www2.unwto.org/en

Sources (additional):

http://www.insights.org.uk/destinationmanagementguide.aspx



http://lms.rmportal.net/course/category.php?id=51






L1 1 introduction to tdm

Education

Transcript of L1 1 introduction to tdm