KONSEP DASAR DAYA SAING DESTINASI DESTINATION COMPETITIVENESS Beb Odp 2012 MKI DEC / Semester 8 Prodi SDP

Sumber : Dr. Brent Ritchie

Destination Management
What is Destination Management DMO ?

What is Good Destination Management ?

How to Measure ?

1.Destination Competitiveness
2.Destination Performance

3.Goal Achievement

Destination Competitivenes
(Measure 1)

The competitiveness of one destination relative to other destinations

What is to be measured ? See next page

The Elements of Destination Competitiveness

Comparative Advantage
resource endowments
INPUT MEASURES

Competitive Advantage
resource deployment

Destination Performance (Measure 2)

Destination Performance

Destination: Countries, major urban areas, region, resort/local site Performance: A destinations overall performance vis--vis other destinations, on four critical measures:

How do we measure Destination Performance?

Destination Performance
economic measures sustainability measures visitor satisfaction measures quality of management action
measures
OUTPUT MEASURES

Successful Goal Achievement (Measure 3)

With respect to goals set by Destination Stakeholders

Destination Success and Destination Sustainability

An Overall Model of Destination Management (DM)

Where DM is designed to achieve: Destination Competitiveness Destination Performance Destination Success Destination Sustainability

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Comparative Advantages
(resource endowments)

Competitive Advantages
(resource deployment)

* Human resources * Physical resources * Knowledge resources * Capital resources

* Audit & inventory * Maintenance * Growth and development * Efficiency * Effectiveness

COMPETITIVE (MICRO) ENVIRONMENT

* Infrastructure and tourism superstructure * Historical and cultural resources * Size of economy

QUALIFYING & AMPLIFYING DETERMINANTS

Location Safety/Security Cost/Value Interdependencies Awareness/Image Carrying Capacity

GLOBAL (MACRO) ENVIRONMENT

DESTINATION POLICY, PLANNING & DEVELOPMENT

System Definition Philosophy/ Values Vision Positioning/ Branding Development Competitive/ Collaborative Analysis Monitoring & Evaluation Audit

DESTINATION MANAGEMENT
Quality Finance Human of & Resource Organization Marketing Service/ Information/ Research Development Venture Experience Capital Crisis Resource Visitor Management Stewardship Management

CORE RESOURCES & ATTRACTORS

Physiography and Climate Culture & History Mix of Activities Special Events Entertainment Superstructure Market Ties

SUPPORTING FACTORS & RESOURCES

Infrastructure Accessibility Facilitating Resources Hospitality Enterprise Political Will

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DCSModel-colour(v12).ppt RITCHIE & CROUCH, FEB 2003

NOW, Lets ask ourselves

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What are some of the STRATEGIC ISSUES in

Enhancing Destination

Competitiveness?

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What are some of the STRATEGIC ISSUES in

Improving Destination

Performance?

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What are some of the STRATEGIC ISSUES in

Achieving Destination Success?

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What are some of the STRATEGIC ISSUES in

Enhancing Destination

Sustainability?

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FIRST Must Provide Effective Research

Designed to provide knowledge and understanding of new trends in tourism demand & competitive behaviour

Understanding the tourist is critical Must also but it is not everything! understand:
the competition what residents want how to enhance performance

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ALSO, Must obtain an Accurate Measurement of the Impact of Tourism

especially at the local level

but also at the regional & national
level

NOTE: the emergence of the

Tourism Satellite Account (TSA)
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A Shared Destination Vision

there must be a consensus among

stakeholders as to what kind of tourism destination residents really want

A cooperative relationship &

synergy among Destination Stakeholders is essential

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Every Destination Needs

A Destination Management
Organization (DMO) that provides effective leadership and coordination of efforts to achieve the destination vision

This may be:

a National Tourism Organization a City Convention & Visitor Bureau
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Must Not Overlook

Insightful policy
formulation, strategic planning, and development

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A Destination Wont Function without

Public/private cooperation/partnership
at the destination level to ensure timely & appropriate development

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Visitation is stimulated by

Effective promotion/marketing to
create destination awareness, knowledge, and choice

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Often overlooked is a strong program of

Human resources development and

management
This is where Tourism Education Fits in

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 Destinations must understand that they dont just provide

tourism products or services They provide tourism/visitor experiences

Taxi back Home

Air Travel

Taxi to Airport Restaurant Meal

Residence
Trip to Local Zoo Taxi to Airport Airport Services Air Travel Car Rental Hotel Meals Theme Park Visit with Relatives

the total travel experience

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 Each destination has a need for

a critical mass of destination experiences to provide a competitive destination
What EXPERIENCES does Puebla offer?

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 Must recognize the ongoing need for innovative

experience development and management to build, operate, and maintain the critical mass of appealing experiences

Who is responsible for developing new experiences in Puebla?

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 Need for implementation of new

quality practices as the destination is developed Try to get better, day by day

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 Must not forget the requirement for

effective integration and use of current and new information and communication technologies

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 Lately, more and more destinations are recognizing the

need for environmental management; the sustainability, and stewardship of natural resources

Dont spend your natural capital

Care for the natural capital that you have

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 And also, must keep in mind the

Socio-cultural management; sustainability, stewardship of socio-cultural resources
Sustainability is a multi-pillar concept

Puebla contains a wealth of cultural resources

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 Crisis management the emerging side of stewardship

that has been forced upon destinations

Crisis management need to maintain security/safety of

destination visitors

9/11 2001 in New York

and
More recent events in Bali, Indonesia are more extremes of the need for security

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Must not forget!

the maintenance of competitive
cost/value to and within the destination Just take a look at the Travel Section of your week-end newspaper to see the importance of price
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Too many of us totally neglect

HOSPITALITY the need to make
visitors feel welcome and comfortable

Smile, youre a Tourist Attraction!

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 And finally, dont forget

if you do not provide a competitive destination

SOMEBODY ELSE WILL!!

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Other Titles by J.R. Brent Ritchie

TOURISM: Principles, Practices, Philosophies 9th Edition Charles R. Goeldner J.R. Brent Ritchie Publisher: John Wiley & Sons, NY (2003) ISBN: 0-471-40061-0

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Other Titles by J.R. Brent Ritchie

Travel, Tourism, and Hospitality Research: A Handbook for Managers and Researchers J.R. Brent Ritchie Charles R. Goeldner Publisher: John Wiley & Sons, NY (1994) ISBN: 0-471-58248-4

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