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tourism maketingr

tourism maketingr

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TOURISM DESTINATION MARKETING

Prepared by
RINI KARTIKA HUDIONO, S.Pd.,MA.

Topics
• Principles of destination marketing • Role of destination marketing organizations (DMOs) • Principles of destination branding • Strategies used to promote destinations • Marketing of events and conferences • Marketing of all-inclusive resorts

The Principles of Destination Marketing
• Destinations
places that have some form of actual or perceived boundary, such as the physical boundary of an island, political boundaries, or even market-created boundaries

Characteristics of Destinations

Table 12.1

Classifications of Destinations

Table 12.2

Attractions
• Often the main motivator for a trip • A major attraction often stimulates the development of the destination • Can be natural or human-made • Private attractions: driven by profit motive • Public sector attractions: more social considerations

Objectives of Destination Marketing
• improve image of an area in hopes that industrialists will relocate their factories and offices to the area • provide jobs for local residents • increase range of facilities available for local community • give local residents more pride, which can happen when people see that tourists want to visit their region • provide rationale and funding for improvements to local environment • make the destination politically more acceptable

The Role of Destination Marketing Organizations (DMOs)
• Destination Marketing Organizations (DMOs)
– government agencies, convention and visitors bureaus, travel associations, and other bodies that market travel to their respective destination areas – can function at the local (often CVB), regional or national (NTO) level

The Role of Destination Marketing Organizations (DMOs) • Convention and visitor bureaus (CVBs)
– regional or city-level organizations responsible for marketing a specific destination – 500 of the larger bureaus belong to Destination Marketing Association International (DMAI)

The Role of Destination Marketing Organizations (DMOs)
• Destination Marketing Association

International (DMAI)
– an organization that provides educational resources and networking opportunities to its members and distributes information on the CVB industry to the public

Tourism Development
• Tourism area life cycle (TALC)
– the stages a destination goes through, from exploration to involvement to development to consolidation to stagnation to rejuvenation or decline (also known as the “tourism destination life cycle”)

The Tourist Area Life Cycle

Destination Branding
• Destination branding
– A method of establishing a distinctive identity for a destination based on competitive differentiation from others – Snapshot: Capitals of Canada

Challenges of Destination Branding
• • • • • Limited Budgets Politics External Environment Destination Product Creating Differentiation

Stages of Brand Building
• Market Investigation, Analysis, and Strategic Recommendations • Brand Identity Development • Brand Launch and Introduction • Brand Implementation • Monitoring, Evaluation, and Review

Destination Brand Benefit Pyramid

Destination Promotion
• Promotion strategy
– reaching prospective visitors via expenditure on a promotional mix intended to achieve destination awareness and influence prospective customers‟ attitudes and purchasing behaviour; a traditional approach to destination marketing

Destination Promotion
Media investment
– has grown rapidly in recent years, and most DMOs are involved in a range of promotional activities – these include six types: brochures, advertisements, the press and public relations, personal selling, sales promotions, and trade fairs and exhibitions

Destination Promotion
• Marketing Cooperation
– creates marketing bridges between a DMO and individual operators in the tourism industry; and between “umbrella” campaigns and industry marketing expenditure

Marketing Events and Conferences
• Events and festivals
– Often introduced to cope with seasonality and to boost tourism receipts during normally quiet times of the year

• Conferences
– Includes conventions, exhibitions, trade shows, meeting and incentive travel

Marketing All-Inclusive Resorts
– decreases the uncertainty of the tourist about the total amount of money to be spent during a holiday

– involves the sale of different products as a unique package at a price lower than the total price of its components sold separately – criticized for their social, economic, and environmental impacts

THE IMPORTANCE OF MARKETING AND COMMUNICATION STRATEGY AND THE CREATION OF A BRAND IMAGE FOR TOURISM

TOURISM STRATEGY

TOURISM IS • Very Complex • Hard to Define • Hard to Manage

• It‟s all been said before and nothing has been done to change it. • So it needs a major new direction through detailed analysis and complete reorganization. • In order to do that we need STRATEGY to guide us.

STRATEGY & OBJECTIVES
Overall Timor Leste Tourism Strategy To enhance Timor Lest’e’s reputation as a high quality tourism destination based on its history, culture, environment and the hospitality of the people

Objective One To create new facilities and improve Existing ones

Objective Two To promote tourism in a more effectives and coordinated way

Objective Three To enhance skills, especially Management skills

Key Issues & Priorities •Accommodation •Visitor Attractions •Activity holidays

Key Issues & Priorities •Marketing •Seasonality •Information

Key Issues & Priorities •Training •Service

TARGETS
To put a clear focus on these objectives, we must assign realistic targets for Timor Leste tourism on a year by year basis:

TARGETS continued
1. Increase total visitors expenditure by X% 2. Increase the number of bednights by Y% 3. Increase the number of jobs directly in tourism by Z%

TARGETS continued
4. Increase the percentage of tourism expenditure in off-peak season by A% 5. Increase the share of tourism expenditures outside x by B% 6. Increase Timor Leste‟s share of ASEAN Tourism expenditure by C%

TARGETS continued
7. Improve visitor perceptions of Timor Leste as quantified by specific market research using latest audits as relative bases PLEASE NOTE WE DO NOT USE VISITORS ARRIVALS AT ALL IN THESE TARGETS

TARGETS continued
Why? Unless we change the current system of benchmarking, tourism cannot succeed since our current system is not appropriate

BENCHMARKING
WHY DO WE VALUE TOURISTS BY NUMBER OF ARRIVALS?

• One Visitor from Singapore plays golf in Batam. 6 hours stay. I plate of noodles. Total value US$ 50 He counts as ONE ARRIVAL. • One Visitor from Germany stays 30 days in Como Shambala, eats out every night, buys arts & clothes. Total value US$ 100,000. He counts as ONE ARRIVAL

BENCH MARKING continued
• Our Singapore Visitor brings the entire island of Singapore to Batam for one day, we‟ll get 4,000,000 arrivals. Total receipts: US$ 200,000,000 • Our German Visitor brings a few of his closest friends to Bali we get 2000 people • Total Receipts: US$ 200,000,000 You can see how misleading it is- the number of arrivals does not matter – what they spend does!

BENCH MARKING continued
We need to choose NOW between MASS TOURISM (QUANTITY) And SELECT TOURISM (QUALITY)

BENCH MARKING continued
My recommendation: GO FOR QUALITY GO FOR GOLD GO FOR THE HIGHEST VALUE TOURISTS

BENCH MARKING continued
WHY ?

• The PROFIT MARGIN per person is the HIGHEST. • The need to INVEST in new facilities is LESS. • The target markets round the world get SMALLER. • The strain on facilities DECREASES:less traffic, less buses, less queues, less hassle, but HIGHER EXPENDITURE per person.

BENCH MARKING continued
SO, HOW CAN WE ACHIEVE THIS? LET‟S FIRST LOOK AT OUR POTENTIAL MARKETS

INTERNATIONAL MARKETS TRENDS

International tourism has grown year by year from the 1950‟s to 1990‟s, and after a severe dip in Asia over the last five years due to economic crises, terrorism and SARS, seems set to grow again.

The Top 11 Countries in the International Travel League 2006
COUNTRY
Japan Germany * USA * 2006RANK 1 2 3 4 5 6 7 8 9 10 11 SPENDING US$ bn 49.7 48.0

46.3
28.7 22.2 20.3

UK *
France * Italy * Belgium *

13.2
12.2 12.2 12.1

Australia
Saudi Arabia Spain * Netherlands *

12.1
(EU Study)

* NO DIRECT AIR LINK

INTERNATIONAL MARKETS TRENDS These are some of the changes we expect over the next few years which we have to be ready to respond to, if we wish to capture any of the TOP 10 markets.

Markets will become segmented
• Particular lifestyles and interests of different demographic groups. • Special interests holidays will increase • Higher standard of products and services demanded

Traditional Package holidays will diminish

• Holidays become customized • Increased FIT travel

Tourists becoming more affluent and discerning
• Expect higher standards • Compareon own experience • Compare on internet • Compare through friends & relatives-it‟s their choice!

Some tourists becoming more sophisticated
• Interested in culture and heritage • Interested in their holiday being educational

Environmental factors now very important • Overall country image essential

• Destinations must demonstrate they are environmentally friendly and sustainable
(We are on the danger list here!)

Tourist attractions need to be built out of the natural and heritage environments

• Tourists are interested in history and culture
• We cannot destroy heritage sites to create attractions but vice versa; create attractions out of heritage sites.

Industry needs to be increasingly professional • To meet demand for higher standards • Skilled labor needs to be developed now • Shortages will hold back development

The Role of ASEAN Countries will grow
• • • • Local/regional tourism is no. 1 priority Trade barriers fall Relative freedom of movement Need to retain unique competitive advantages

MARKETING
ARE WE READY TO PRESENT INDONESIA‟S TOURISM PRODUCT TO THE WORLD? Do we have the right BRANDS? Do we have the right PROGRAMS? Do we have the right ORGANIZATIONS? Do we have the right STRUCTURE?

THE BRAND
Although much of Indonesia‟s product is good, the brand image is weak, especially compared to the „blockbuster‟ brands being bombarded worldwide by neighboring rivals Malaysia, Singapore and Thailand – and increasingly Hong Kong/China and Philippines.

WHAT IS A BRAND
A BRAND IS THE

ENDURING CORE APPEAL OF A PRODUCT OR A SERVICE

In other words it is

THE VISIBLE SOUL OF A PRODUCT

A BRANDS HAS TWO ELEMENTS
THE RATIONAL
• ATTRIBUTES What is it? The physical appearancethe Hardware? • TANGIBLE BENEFITS What will it do for me? How can I enjoy it? What‟s so good about it?

THE EMOTIONAL
PERSONALITY If the brand was a person what kind of person would it be?

INTANGIBLE BENEFITS What feelings are evoked? What emotional rewards will I have from using the brand?

BRAND ELEMENTS
These must be in balance

RATIONAL
EMOTIONAL

THE BRAND
SO HOW TO FIND INDONESIA‟S NATIONAL BRAND?
THERE IS A SCIENTIFIC PROCESS WHICH WE MUST FOLLOW

First: AUDITING
WE NEED TO CONDUCT 5 AUDITS NOW 1) STAKEHOLDER‟S AUDIT: What do our major stakeholders think we are selling? 2) CONSUMER AUDIT: What do our current Visitors think of our product?

First: AUDITING continued
3) TRAVEL TRADE AUDIT: What will the tour operators be able to sell? 4) FACILITIES AUDIT: What are we actually selling (and again ..who controls it?? 5) COMPETITORS AUDIT: What are our major competitors doing? We need to know before we can complete effectively

Second: VISION
When we have all the facts from the audits, we then need to put our heads together to see where Indonesian Tourism can and should go.

AUDIT

VISION

The combined view of Government plus stakeholders

Third: EXPLORATION
Then you need to put this vision into the hands of professionals to explore HOW to DEVELOP that VISION into A BRAND. This process is called EXPLORATION which will yield 4-5 alternative routes.

AUDIT

VISION

EXPLORATION

BRAND BLUE PRINTING
The alternatives are then reviewed by government plus stakeholders to select the best. This is then developed into
INDONESIA’S TOURISM BRAND BLUEPRINT

AUDIT

VISION

EXPLORATION

NEW BRAND BLUEPRINT

PROMOTION MASTER PLAN
Then and only then – can a master plan for promotion be drawn up. – Based on AUDIT – Agreed by government and STAKEHOLDERS – Taking into account COMPETITORS – Understood & agreed by TRAVEL TRADE

COMMENTS ON PAST BRANDING
• PAST BRAND : ”MY INDONESIA – JUST A SMILE AWAY” • RATIONAL : Assume we know Indonesia No tangible benefits or attributes • EMOTIONAL : Very friendly but doesn‟t mean anything. Clever phrase with no idea of what it means • CONCLUSION: 100% Emotional 0% Rational. No connection between consumer & product

COMMENTS ON CURRENT BRANDING
• CURRENT BRAND : “ULTIMATE IN DIVERSITY” • RATIONAL : True Statement but no indication of physical appeal. No qualitative assessment • EMOTIONAL : No personality at all. No feelings evoked or rewards gives • CONCLUSION: 100% rational 0% emotional. No relationship being built with consumers

Marketing
The main problem is that Indonesia‟s vast size and complexity is both a strength and a weakness. Marketing messages must convey single minded themes to appropriate target markets which means that DIVERSITY is a blessing and a curse.

Marketing
SO FAR WE HAVE ONLY ONE BRAND REGIONAL

“ENJOY JAKARTA”
Which has been developed by professionals and accepted by the market. Jogya – Never Ending Asia, BALI Shanti Shanti Shanti have not yet „taken off‟

Marketing
We need to develop three layers of marketing.

NATIONAL
REGIONAL LOCAL

Worldwide Markets: WTM, ITB, etc.
Asia & select Markets: ATF, PATA Mars, etc Post Arrival : TIME. Local shows, etc

This needs real co-ordination and co-operation

KEY ISSUES AND PRIORITIES
While Indonesia has a very close match between its basic tourism strengths and international market desires there are a number of key issues which need addressed and prioritized. We must see tourists as consumers and anticipate their needs. We must research these and monitor their reactions and adjust accordingly

Key issues & Priorities
PRIMARY ISSUE : THE REGIONS We have to designate key tourism regions. - Each major region must develop its own brand based on the same system (eg. Enjoy Jakarta) - Each region should have a permanent liaison with Ministry of Culture & Tourism while still acting independently - They should create their own programs for local and regional markets but no overlaps with national brand

KEY ISSUES : One EVENTS
• Events need to be coordinated, organized catalogued and packaged. • Too many fail to meet international standards and need management input. • Few are correctly marketed overseas (or domestically!). • Information is scarce and never reaches international trade or press.

KEY ISSUES : Two MARKETING
• The department of Culture and Tourism is the „Brand Guardian‟ and must oversee and approve all international advertising and promotion – whether it is national or from the regions or from events. • Rules must be made for all international promotions : who can advertise where and when. • No gaps, no overlaps, no confusion.

KEY ISSUES : Three VISITOR ATTRACTIONS
• Compared to most countries Indonesia has few developed attractions. Many more need to be developed. • Of those in existence, many do not meet international standards or are designed for the local market (e.g. Dufan). • Historical and cultural locations must also be upgraded to give a real “visitor experience”.

KEY ISSUES : Four
THE NATURAL ENVIRONMENT
• This is Indonesia‟s NUMBER ONE RESOURCE but is the most rapidly degraded of any ASEAN country. • However at present there are no visible restraints to development causing destruction or partial destruction. • We recommend only environmentally friendly projects that are approved by the central and local government and all tourism objects must pass eco-friendly rules.

KEY ISSUES : Five ACTIVITIES
• Almost half of all holiday makers are interested in activities („things to do‟). • Activity based promotion is still small and should be encouraged. • All activities (e.g. fishing, spas, golf, surfing, etc) should have national associations who can liaise with the Ministry of Tourism.

KEY ISSUES : Six INFORMATION SERVICES
• Most tourists are unfamiliar with our language, geography, customs and lifestyle. • The more we help them the more they will enjoy. • We need to totally overhaul visitor information services by :
• Creating GATEWAY INFORMATION CENTRES at all major points of entry : Jakarta, Bali, Medan, Surabaya, etc. • These should contain all national tourism information FREE OF CHARGE.

KEY ISSUES : EIGHT SERVICES
• Creating local tourism information offices in every major city – again with all national information plus detailed local information. • These local centres should also provide the informal booking services for guest house/home stays, bookings for local attraction/tours, etc. FOR A FEE. • They should also be providing purchasable branded items e.g. tourism souvenirs, postcards, T-Shirt, handicrafts, guidebooks, etc. ON SALE.

CONCLUSION & RECOMMENDATIONS.
Indonesian Tourism is too complicated to be handled centrally. Need to divide into regional products & control from the centre, coordinating multi regional products into a cohesive national brand.

THREE LEVELS OF TOURISM PROMOTIONS
1.

NATIONAL
Represents the entire country through a national brand. Goes to all major trade shows, advertising & PR in all target markets

2.

REGIONAL
Represents logical tourism area (not political boundaries). Creates own brand which goes to regional trade shows, advertising in key markets.

3.

LOCAL
Represents Kabupaten or city. Can develop its own identity. Does not advertise or go overseas at all post arrival advertising & info only

OVERALL TOURISM STRATEGY
OBJECTIVES ONE: Create new facilities and improve existing

OBJECTIVES TWO: Promote tourism in a more effective and coordinated way

OBJECTIVES THREE: Enhance skills in the tourism industry

CREATE NEW TARGETS
Change method of benchmarking: •Expenditure •Bed nights •Improve visitor perception •Jobs •Off peak •Provincial share •Share of ASEAN

Concentrate on QUALITY TOURISM

INTERNATIONAL MARKET TRENDS
Markets becoming segmented Package holidays diminish Tourists becoming more knowledgeable And sophisticated Environment now important Protection of heritage very important Industry needs to be more professional

Role of ASEAN grows

CONCLUSION & RECOMMENDATIONS
Improve delivery of important factors such an EVENTS, VISITOR ATTRACTIONS, CARE OF THE ENVIRONMENT, and ACTIVITY based TOURISM

CONCLUSION & RECOMMENDATIONS.
Last but not least : Improve INFORMATION SERVICES which are a huge part of promotion especially THE INTERNET.

FINALLY
The Importance of Marketing and Communication Strategy is its key role in: directing the best efforts of the country in branding and marketing and coordinating all the efforts of the regional and local destinations into an efficient national program.

CONTOH POSITIONING STATEMENTS, (1)

CONTOH POSITIONING STATEMENTS, (2)

CONTOH POSITIONING STATEMENTS, (3)

CONTOH POSITIONING STATEMENTS, (4)

CONTOH POSITIONING STATEMENTS, (5)

CONTOH POSITIONING STATEMENTS, (6)

CONTOH POSITIONING STATEMENTS, (7)

CONTOH POSITIONING STATEMENTS, (8)

CONTOH POSITIONING STATEMENTS, (9)

CONTOH POSITIONING STATEMENTS, (10)

CONTOH POSITIONING STATEMENTS, (11)

CONTOH POSITIONING STATEMENTS, (12)

CONTOH POSITIONING STATEMENTS, (13)

CONTOH POSITIONING STATEMENTS, (14)

CONTOH POSITIONING STATEMENTS, (15)
INDONESIA: Ultimate in Diversity

12 DESTINASI:

1. Sumatera Utara 2. Sumatera Barat 3. Batam dan Tanjung Pinang 4. DKI Jakarta 5. Jawa Barat 6. Jawa Tengah 7. DI Yogyakarta 8. Jawa Timur 9. Bali 10.Nusa Tenggara Barat 11. Sulawesi Selatan 12. Manado

CONTOH POSITIONING STATEMENTS, (16)
KERATON KALIURANG
DI YOGYAKARTA: Never Ending Asia

KOTA GEDE WISATA SENI MICE

WISATA BUDAYA
PARANG TRITIS

KOTA PENDIDIKAN SITUS SEJARAH

CONTOH POSITIONING STATEMENTS, (17)
WISATA ALAM EKO-WISATA
BANDUNG ?

MICE WISATA SENI WISATA KULINER

WISATA BUDAYA
WISATA BELANJA

KOTA PENDIDIKAN SITUS SEJARAH

6 juta wisatawan  2-2-2 PAD = Rp 120 Milyar (30%)

WISATA OLAH RAGA

PEMASARAN STRATEGIK
WHA T
SEGMENTATION DIFFERENTIATION

TARGETTING

STRATEG Y
C2

TACTIC
MARKETING MIX SELLING

POSITIONING

C1 C4 C3
BRAND

WHY
C1-Company (Destinasi Kita) C2-Customer (Wisatawan) C3-Competitor (Destinasi Lain) C4-Change (Perubahan)

HOW VALUE
PROCESS SERVICE

Materi Kuliah Ini

STRATEGI POSITIONING, (1)
POSITIONING STATEMENTS Merupakan JANJI destinasi kepada wisatawannya  Menanamkan persepsi, identitas, dan kepribadian di benak wisatawan

Kemampuan destinasi memenuhi JANJI kepada wisatawannya inilah yang akan menentukan kepercayaan dan kredibilitas wisatawan kepada dirinya. Semakin destinasi mampu memenuhi JANJI tersebut, semakin tinggi pula kepercayaan dan kredibilitasnya di mata wisatawan, dan akhirnya, semakin kokoh pula positioning-nya di benak wisatawan.
NEVER ENDING ASIA ULTIMATE IN DIVERSITY
1. JANJI apa yang ditawarkan? 2. Sarana apa yang dapat digunakan untuk mengukur pencapaian kepercayaan dan kredibilitas destinasi ybs.?

STRATEGI POSITIONING, (2)
KRITERIA PENYUSUNAN POSITIONING STATEMENTS
1
Didasarkan pada pertimbangan WISATAWAN  PS harus dipersepsikan POSITIF oleh wisatawan, dan menjadi ALASAN PEMBELIAN mereka. Sebuah PS akan dipersepsikan positif jika ia menggambarkan nilai yang diberikan kepada wisatawan, dan nilai tersebut benar-benar membawa manfaat bagi mereka … WOW Philipines Didasarkan pada pertimbangan PESAING  Sebuah PS harus bersifat UNIK sehingga mampu secara tegas membedakan diri dengan pesaing … Uniquely Singapore Didasarkan pada pertimbangan KECENDERUNGAN  Sebuah PS harus TAHAN LAMA/KONSISTEN dan selalu RELEVAN walaupun berbagai perubahan terjadi … Uniquely Singapore Didasarkan pada pertimbangan KEMAMPUAN INTERNAL DESTINASI  Sebuah PS harus mencerminkan kekuatan dan keunggulan bersaing dari destinasi … Asia’s World City of Hong Kong atau Sport Paradise of Osaka

2 3

4

STRATEGI POSITIONING, (3)
BASIS PENENTUAN POSITIONING STATEMENTS
Bangalore (The Silicon Valley of India) menawarkan MANFAAT yang dijanjikan oleh tempat yang cocok untuk berinovasi, mengembangkan destinasi perusahaan baru (business incubator), mendapatkan modal dari venture capitalists, dan mendapatkan SDM berkualitas PENCAPAIAN yang telah dihasilkan ATRIBUT yang menjadi keunggulan destinasi Best on Earth in Perth berbekal pada apa saja yang terbaik yang ada di dunia, ada di Perth Truly Asia of Malaysia berbekal pada keragaman suku bangsa dengan segala kebudayaan dan adat istiadatnya Mount Everest and More of Nepal berbekal pada daya tarik luar biasa dari Pegunungan Himalaya dan tujuan wisata lainnya yang menjadi pendukungnya

PRODUK/LAYANAN yang ditawarkan

STRATEGI POSITIONING, (4)
TAHAPAN PENYUSUNAN POSITIONING STATEMENTS
IDENTIFIKASI KONSUMEN SASARAN Langkah awal dari penyusunan PS adalah memahami dengan baik segmen pasar yang akan menjadi target market. Identifikasikanlah dengan baik perilaku target market sehingga PS yang akan disusun benar-benar tepat dengan apa yang dipersepsikan oleh wisatawan RUMUSKAN FAKTOR PEMBEDA PS yang disusun harus dengan jelas menunjukkan perbedaan (points of differentiation) destinasi dibandingkan dengan pesaing. Selain itu, PS harus meyakinkan wisatawan bahwa diferensiasi tersebut bukan hanya di permukaan tetapi benar-benar bisa dinikmati sebagai sesuatu yang berbeda. Untuk itu, points of differentiation harus didukung oleh keunggulan kompetitif yang dimiliki destinasi

Langkah-1

Langkah-2

Langkah-3

SUSUN POSITIONING STATEMENTS DAN KOMUNIKASIKAN PS harus memenuhi kriteria-kriteria berikut: KREATIF, SEDERHANA, KONSISTEN tapi FLEKSIBEL, GUNAKAN BAHASA MEREKA. Setelah itu, susun program untuk mengkomunikasikannya secara luas

TAKTIK DIFFERENTIATION, (1)
STRATEGI POSITIONING BIASANYA HARUS DIBARENGI DENGAN TAKTIK DIFERENSIASI
1. Untuk menghindar dari jebakan OVER PROMISE-UNDER DELIVER 2. Membuat JEMBATAN untuk lebih mendekatkan persepsi wisatawan dengan manfaat, atribut, dan produk/layanan yang ditawarkan oleh destinasi … Hong Kong: Gate to China, Genting Highland: So Much to Do, So Little Time

TAKTIK DIFFERENTIATION, (2)
BASIS PENENTUAN DIFERENSIASI
Diferensiasi melalui KONTEN (What to Offer) Diferensiasi melalui KONTEKS (How to Offer) Sebuah destinasi bisa membangun diferensiasi melalui produk dan layanannya seperti kawasan industri, tujuan wisata, atau kemudahan dan efisiensi dalam proses birokrasi Sebuah destinasi bisa membangun diferensiasi dengan menggunakan konsep kemudahan melalui one-stopshopping-service atau seamless-service atau packet-

service
Adalah pemungkin bagi tercapainya diferensiasi Konten dan Konteks. Hal ini bisa dicapai melalui SDM, Teknologi, dan Fasilitas

Diferensiasi melalui INFRASTRUKTUR (Enabler)

TAKTIK DIFFERENTIATION, (3)
SYARAT DIFERENSIASI
1
Sebuah diferensiasi harus mampu mendatangkan nilai dan manfaat luar biasa (excellent) bagi wisatawan. Produk/layanan yang ditawarkan destinasi boleh berbeda, tapi tentu tidak boleh asal beda. Perbedaan tersebut harus punya makna di benak wisatawan

2

Sebuah diferensiasi harus merupakan keunggulan dibanding pesaing. Diferensiasi akan kokoh bila mampu keluar dari kesan „sama saja‟ atau „generik‟ dibandingkan dengan yang ditawarkan pesaing. Dengan kata lain, diferensiasi harus mampu menempatkan produk/layanan destinasi berada di atas rata-rata pencapaian pesaing secara umum.
Sebuah diferensiasi harus memiliki keunikan sehingga tidak mudah ditiru atau dinetralisir oleh pesaing.

3

TAKTIK DIFFERENTIATION, (4)
TAHAPAN MEMBANGUN DIFERENSIASI
Langkah-1 Langkah-2 LAKUKAN SEGMENTATION, TERGETING, DAN

POSITIONING

RUMUSKAN KONTEN, KONTEKS, DAN INFRASTRUKTUR KOMUNIKASIKAN DIFERENSIASI, dengan kriteria SEDERHANA, BERMAKNA, dan FOKUS

Langkah-3 UJI SUSTAINABILITAS DARI DIFERENSIASI
Langkah-4

APA ITU MEREK?

Nama, istilah, deskripsi, tanda, simbol, atau fitur lainnya yang membedakan barang dan jasa yang dibuat oleh suatu produsen dengan barang dan jasa yang dibuat oleh produsen lainnya

APA ITU DESTINASI?
Sebutan, istilah, deskripsi, tanda, simbol, atau fitur lainnya yang membedakan suatu destinasi dengan destinasi lainnya

Jadi, DESTINASI = MEREK

MEMBANGUN CITRA DESTINASI YANG KUAT, (1)
EKUITAS DESTINASI
LOYALITAS DESTINASI PREFERENSI DESTINASI POSISI DESTINASI CITRA DESTINASI PERSONALITAS DESTINASI UPAYA-1 IDENTITAS DESTINASI SIFAT DESTINASI KEDEKATAN DESTINASI ASOSIASI DESTINASI TAHU DESTINASI UPAYA-2

MEMBANGUN CITRA DESTINASI YANG KUAT, (2)
CITRA DESTINASI “Sekumpulan asosiasi unik yang ditempatkan pada benak wisatawan tentang eksistensi destinasi yang bersangkutan berikut janji-janji yang ditawarkan oleh pengelola destinasi kepada (calon) wisatawannya” - Terdiri dari sifat-sifat tampak dan tak tampak dari destinasi - Meliputi karakteristik internal dan eksternal dari destinasi - Semua hal yang dapat dialami oleh wisatawan - SATU YANG TERBAIK: Investasi tunggal, berjangka panjang

KOMPONEN CITRA DESTINASI:

- Personalitas dan Karakternya
- Atribut Tampak (Hard) dan Tak Tampaknya (Soft) - Representasi Visual

MEMBANGUN CITRA DESTINASI YANG KUAT, (3)
YANG TERPENTING BAGI WISATAWAN ADALAH:
PENGALAMAN YANG DIPEROLEH SELAMA BERWISATA PENGALAMAN BERWISATA YANG BURUK  CITRA DESTINASI YANG BURUK

MEMBANGUN CITRA DESTINASI YANG BAIK

MEMBERIKAN PENGALAMAN BERWISATA YANG MEMUASKAN

MEMBANGUN CITRA DESTINASI YANG KUAT, (4)
IDENTITAS DESTINASI YANG DIKEMAS OLEH PENGELOLA CITRA DESTINASI YANG ADA PADA PERSEPSI WISATAWAN

Proses Membangun Citra Destinasi

KONDISI SEBENARNYA DARI DESTINASI

MEMBANGUN CITRA DESTINASI YANG KUAT, (5)
INFORMASI YANG DIKIRIMKAN IDENTITAS DESTINASI SUMBER INSPIRASI LAIN: 1. Meniru (Benchmark) MEDIA KOMUNIKASI YANG DISEBARLUASKAN

- Persaingan - Bias Informasi
CITRA DESTINASI INFORMASI YANG DITERIMA WISATAWAN

2. Peluang Pengembangan
3. Idealisasi

MEMBANGUN CITRA DESTINASI YANG KUAT, (6)
SUATU DESTINASI YANG MEMILIKI CITRA RENDAH DESTINASI ITU SUDAH DIKENAL, TAPI KINERJANYA BURUK

DESTINASI ITU TIDAK DIKENAL

INTENSIFKAN KOMUNIKASI

- PERBAIKAN INTERNAL KOMUNIKASIKAN KEMBALI

PENTINGNYA MENGELOLA CITRA DESTINASI, (1)
1. CITRA DESTINASI mengkomunikasikan apa yang diharapkan oleh wisatawan 2. CITRA DESTINASI merupakan saringan yang membentuk persepsi wisatawan terhadap suatu destinasi 3. CITRA DESTINASI terbentuk oleh harapan dan pengalaman wisatawan dalam berwisata di destinasi yang bersangkutan 4. CITRA DESTINASI seharusnya memberikan dampak internal bagi pengelola destinasi

PENTINGNYA MENGELOLA CITRA DESTINASI, (2)
FASE-4: Tinggi DESTINASI menjadi pusat inspirasi penyusunan kebijakan strategis FASE-3: DESTINASI menjadi katalisator untuk perubahan kepranataan Kantor Pemda

Peran DESTINASI dalam Strategi Pembangunan Daerah

FASE-2: DESTINASI perlu dikelola secara khusus, sebagai core FASE-1: DESTINASI belum perlu dikelola secara khusus Rendah

competence

Rendah

Kontribusi DESTINASI pada Keuangan Daerah

Tinggi

STRATEGI KOMUNIKASI
1. Tipe ASOSIASI DESTINASI yang dieksploitasi: Manfaat Berwisata

2. Pemilihan cara untuk menyampaikan ASOSIASI DESTINASI yang tepat guna: Advertensi Promosional dan Advertensi Tema
3. Kekuatan ASOSIASI DESTINASI terletak pada kemampuannya dalam menjelaskan: Nilai Pentingnya bagi Wisatawan dan Konsistensi 4. ASOSIASI DESTINASI: Harus Unik

3 GOLDEN RULES
1
2 3
FOCUS

HOMOGENIZE

PENETRATE

KRITERIA CITRA DESTINASI YANG KUAT
1
2 3 4
MEASURABLE SUCCESS
INTEGRATED COMMUNICATION CREDIBILITY ON ALL LEVELS THE BRAND PERSONALITY AS THE CLEAR LINE

5
6

CLEAR AND SPECIFIC IDENTITIES
CENTRALIZED COMPETENCE

TAHAPAN MEMBANGUN CITRA DESTINASI YANG KUAT
1
Mulailah dengan mengartikulasikan VISI DESTINASI yang kuat dan membangkitkan ilham (inspiring) Terus menerus berpikir tentang DESTINASI Nilailah DESTINASI pada kondisi saat ini secara akurat Definisikan POSISI DESTINASI yang diinginkan dan rancang strategi komunikasinya yang efektif Rancang isi pesan dan strategi komunikasi yang terintegrasi dengan VISI DESTINASI Komunikasikan isi pesan secara jelas dan konsisten kepada semua pemangku kepentingan Uji, ukur, dan evaluasi pada semua touch points wisatawan

2
3 4 5 6 7 8

Rancang suatu event spesifik untuk menandai peluncuran DESTINASI
Monitor dan pastikan semua janji terealisasikan

9

PROSES MEMBANGUN CITRA DESTINASI, (1)
PIMPINAN DAERAH - Tetapkan PPD - Berikan Arahan Umum - Jelaskan Implikasi - Nyatakan Komitmen - Nyatakan Dukungan Dana

PEMDA Lakukan Workshop untuk Uji Awal

PPD - Tetapkan Ruang Lingkup - Gunakan Hasil Penelitian Terdahulu - Tarik Kesimpulan Awal

PEMANGKU KEPENTINGAN Lakukan Workshop untuk Uji Awal

PPD - Tindak Lanjuti Hasil Workshop - Lakukan Penyempurnaan - Susun Rencana Pengembangan - Perkirakan Hasil dan Biaya - Rancang Strategi

PPD = Panitia Pengembangan Destinasi

A

PROSES MEMBANGUN CITRA DESTINASI, (2)
A
PEMDA - Rancang „Gambar Besar‟ - Kembangkan Sistem Nilai - Isi Program dengan Pemaknaan - Fahami Hasil dan Biaya

PIMPINAN DAERAH - Persetujuan Program - Persetujuan Dana - Rencana Alokasi Dana

B

PROSES MEMBANGUN CITRA DESTINASI, (3)
BPD = Badan Pengelola Destinasi DMO = Destination Management Office

B
PPD - Tuntaskan Perancangan sampai pada Hal yang Detil - Kembangkan semua Spesifikasi - Susun Organisasi Pelaksana - Susun Jadwal Implementasi PEMANGKU KEPENTINGAN Lakukan Workshop untuk Uji Akhir

Umpan Balik

PIMPINAN DAERAH - Luncurkan Destinasi - Pilih Event Khusus yang Tepat - Tetapkan BPD (DMO)

BPD - Rekrutmen dan Pelatihan - Susun Spesifikasi Teknis Terinci - Rancang Program Komunikasi - Gunakan Saluran Komunikasi yang Ada - Tetapkan „Brand Champion‟ - Kembangkan Saluran Komunikasi Baru

EVALUASI CITRA DESTINASI, (1)
NILAI EKONOMI YANG DIBANGKITKAN RENDAH Destinasi dengan Potensi yang Belum Tergali secara Maksimal NILAI EKONOMI YANG DIBANGKITKAN TINGGI

CITRA DESTINASI TINGGI

DESTINASI UNGGUL

CITRA DESTINASI RENDAH

Destinasi yang Tidak Menarik

Destinasi yang Tidak Dikelola dengan Baik

EVALUASI CITRA DESTINASI, (2)
NILAI EKONOMI YANG DIBANGKITKAN RENDAH Destinasi dengan Potensi yang Belum Tergali secara Maksimal NILAI EKONOMI YANG DIBANGKITKAN TINGGI

CITRA DESTINASI TINGGI

DESTINASI UNGGUL

CITRA DESTINASI RENDAH

Destinasi yang Tidak Menarik

Destinasi yang Tidak Dikelola dengan Baik

Laksanakan program PEMBANGUNAN CITRA DESTINASI secara tuntas dan benar.

EVALUASI CITRA DESTINASI, (3)
NILAI EKONOMI YANG DIBANGKITKAN RENDAH Destinasi dengan Potensi yang Belum Tergali secara Maksimal NILAI EKONOMI YANG DIBANGKITKAN TINGGI

CITRA DESTINASI TINGGI

DESTINASI UNGGUL

CITRA DESTINASI RENDAH

Destinasi yang Tidak Menarik

Destinasi yang Tidak Dikelola dengan Baik

Laksanakan program-program ACQUISITION, RETENTION, dan SATISFACTION dijalankan secara simultan dengan pembenahan internal untuk mengurangi in-efisiensi.

EVALUASI CITRA DESTINASI, (4)
NILAI EKONOMI YANG DIBANGKITKAN RENDAH Destinasi dengan Potensi yang Belum Tergali secara Maksimal NILAI EKONOMI YANG DIBANGKITKAN TINGGI

CITRA DESTINASI TINGGI

DESTINASI UNGGUL

CITRA DESTINASI RENDAH

Destinasi yang Tidak Menarik

Destinasi yang Tidak Dikelola dengan Baik

Laksanakan program PERBAIKAN KUALITAS serta PENINGKATAN KERAGAMAN OBYEK DAN DAYA TARIK.

EVALUASI CITRA DESTINASI, (5)
NILAI EKONOMI YANG DIBANGKITKAN RENDAH Destinasi dengan Potensi yang Belum Tergali secara Maksimal NILAI EKONOMI YANG DIBANGKITKAN TINGGI

CITRA DESTINASI TINGGI

DESTINASI UNGGUL

CITRA DESTINASI RENDAH

Destinasi yang Tidak Menarik

Destinasi yang Tidak Dikelola dengan Baik

1. Laksanakan program KOMUNIKASI dengan arah melawan sumber penyebab menurunnya citra. 2. Kembangkan POTENSI daya tarik yang belum tergali.

EVALUASI CITRA DESTINASI, (6)
NILAI EKONOMI YANG DIBANGKITKAN RENDAH Destinasi dengan Potensi yang Belum Tergali secara Maksimal NILAI EKONOMI YANG DIBANGKITKAN TINGGI

CITRA DESTINASI TINGGI

DESTINASI UNGGUL

CITRA DESTINASI RENDAH

Destinasi yang Tidak Menarik

Destinasi yang Tidak Dikelola dengan Baik

Laksanakan program peningkatan EFISIENSI secara maksimal. .

EVALUASI CITRA DESTINASI, (7)
NILAI EKONOMI YANG DIBANGKITKAN RENDAH Destinasi dengan Potensi yang Belum Tergali secara Maksimal NILAI EKONOMI YANG DIBANGKITKAN TINGGI

CITRA DESTINASI TINGGI

DESTINASI UNGGUL

CITRA DESTINASI RENDAH

Destinasi yang Tidak Menarik

Destinasi yang Tidak Dikelola dengan Baik

1. Laksanakan program KOMUNIKASI dengan arah melawan sumber penyebab menurunnya citra. 2. Perbaiki kinerja dari sistem yang mengakibatkan turunnya citra, dan KOMUNIKASIKAN. 3. Tingkatkan EVENT berskala luas dan berkualitas. 4. Tingkatkan KUALITAS HUBUNGAN KEMITRAAN di antara Pelaku Usaha Pariwisata.

EVALUASI CITRA DESTINASI, (8)
- Pernah sangat dikenal - Yang ada, tidak dikembangkan, sehingga membosankan
Tinggi

- Sangat dikenal dan menjadi pilihan utama - Mengimplementasikan strategi massal

Jumlah Wisatawan

Ex-Champ Destination Underdog Destination
(-)

Q4 Q1

Q3 Q2

Leader Destination Challenger Destination
(+)

Rendah

Laju Pertumbuhan - Tidak dikenal - Tidak punya keunikan - Yang ada, tidak dikelola dengan baik - Diminati secara khusus - Kreatif dan adaptif

- Mengimplementasikan strategi yang fokus

EVALUASI CITRA DESTINASI, (9)
- Perluas jaringan distribusi dari produk dan jasa pariwisata - Diferensiasi produk secara horisontal - Peremajaan fasilitas prasarana dan sarana fisik pariwisata - Lakukan program re-posisi citra destinasi Tinggi

Jumlah Wisatawan

Ex-Champ Destination Underdog Destination
(-)

Q4 Q1

Q3 Q2

Leader Destination Challenger Destination
(+) - Tingkatkan keragaman obyek dan daya tarik - Diferensiasi produk secara vertikal

Rendah

Laju Pertumbuhan

- Lakukan market research untuk memilih pasar sasaran - Fokus pada pasar sasaran

EVALUASI CITRA DESTINASI, (10)
- Mainkan strategi harga secara maksimal dan efektif

- Kemitraan dengan swasta secara selektif
Tinggi

Jumlah Wisatawan

Ex-Champ Destination Underdog Destination
(-)

Q4 Q1

Q3 Q2

Leader Destination Challenger Destination
(+)

Rendah

Laju Pertumbuhan

- Peremajaan fasilitas prasarana dan sarana pariwisata - Perbaiki kualitas layanan wisata - Lakukan program-program retensi secara maksimal - Yakinkan Pimpinan Daerah untuk melestarikan destinasi - Kemitraan dengan swasta seluas-luasnya

EVALUASI CITRA DESTINASI, (11)
1
2 3
PROGRAM PENINGKATAN ECONOMIC VALUE ADDED

X
PROGRAM PENINGKATAN ROLE OF DESTINATION INDEX

X
PROGRAM PENURUNAN DESTINATION RISK

EKUITAS DESTINASI

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