Destination Management Assignment Sample

Introduction of Destination Management Assignment

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1. Assessment Task Structure 1

This paper is based on the topic of Destination Management. This paper basically aims to critically evaluate the relevance of this chosen topic of Destination Management for tourism development in Kavala. This evaluation also includes the reasons that influence one to choose this topic. While discussing the management process of travel and tourism agencies in Kavala one can learn about the tourism and historical values of this city of Greece (Fyall and Garrod, 2019). This paper also points out some issues that this city is facing while developing the tourist spot management of this particular city. These issues had been discussed with the help of relevant theoretical models. In the discussion part, some arguments have been established in order to support the relevant data. Data that has been collected during the study of this study also has been discussed. Some industry reports also have been provided in order to support the discussion and arguments.

1.2 Critical Evaluation

The topic of Destination Management has been chosen for this paper. As destination management deals with tourism and travel management strategies, in recent times this is a crucial thing to learn. While conducting this research paper one can learn to identify the issues in any travel agency, touring issues, and other travel-related problems. By learning the identification process of the issues one can get ideas about the possible reasons that might influence the issues to hinder the way of success for the tourist spot development companies (Gössling and Higham, 2021). The ways that lead to the reasons for the issues are also able to lead any travel development company toward the possible solution or mitigation strategies. This paper mainly sheds light on the tourism development in Kavala, a seaside city of Northern Greece. This city council in recent years has developed the whole city to establish cruise tourism that also focuses on religious values. As this city is well known for its religious history, it claims this city is the starting point of Christianity in Europe. In 2016, by UNESCO, Philippi, an archaeological site of the Kavala has been declared as a world heritage site. There are some problems that the city council or travel spot development agencies or their government has been facing while developing the tourist spots of Kavala. Having a good and major natural travel spot in any company is the biggest flex that any country or state has. In these natural tourist spots, the country or the state does not have to spend a lot of money in the formation process. The country or state just needs to spend a comparatively little amount of money in order to modify or maintain the travel spot (Gössling et al. 2018). This city of Kavala already has that plus point, from which the government or the council of the coyote can earn a lot of money just by spending a little amount. Therefore, the chosen topic of destination management has an important role in providing a way to make money to the government. As this paper not only focuses on the issues but also on the reasons for those issues, they might help in identifying the possible mitigation strategies for those issues. Those issues can be proven useful for the city council or the government to earn more. With the help of those solutions, the country or the state can mitigate the issues that they were facing while improving the condition of the city or the travel spot of Kavala. Therefore, this case study has relevance with the topic of Destination management and might be helpful for the city of Kavala.

1.3 Identification of the issues

As this topic focuses on the issues of travel spot development and destination management, this also has to discuss several obstacles that the development agencies and the local council or government have to face in the developing process (Haid et al 2018). This travel spot itself has some issues within this place that are putting blocks in the way of the development process and achieving success as a tourist spot. Here in this section, the issues will be discussed and that the management has to face in managing the spot of Kavala.

Lack of Hospitality

This city of Kavala is a tourist spot that is still under development process. As the number of tourists is increasing on a regular basis so they need of hotels and restaurants to stay needs to be increased. The total number of travellers has increased almost by 170,400 in 8 years. As the total number of travelers has increased by a huge rate, this city needs to manage its hospitality as soon as possible (Ivars-Baidal et al 2019). The number of travellers who come for a night's stay is also increasing which increases the need for more hotels, restrooms, and restaurants in this city. This point is creating a loophole for this tourist spot.

Transportation and Mobility

The city of Kavala is located in the northern part of Greece. The major part of this city is located at the seaside, as in, the major boundary part of this city is surrounded by water bodies. Therefore, this factor is creating a major loophole in the transportation system, as traveling or transporting goods through water is time-consuming. There in this city of Kavala the authorities need to improvise their transportation system around the whole city (Kebete and Wondirad, 2019). According to the Cruise industry development model, a travel spot that is related to cruise tourism has to focus on transportation issues. Another important thing is, though this city has an international airport, people or travellers mostly prefer to travel by their cars by road, which makes them face traffic issues.

Lack of variety

Travellers that come to this city to spend their vacation, to organise any event such as weddings or just to spend a good time, belong from different cities. Therefore a variety in their cultures and food habits can be not inversed. This factor needs the city to improvise some cultural diversity among the facilities they are providing to their travellers. Among the whole number of travellers that Kavala has, 12% from Bulgaria, 7% from Romania, 11% from Turkey, 5% from Germany (Kurniawan et al 2019). The theory of Tourist Behaviour advises adopting every quality or diversity in the hospitality facilities that the travel spot is going to provide the travellers in order gain their satisfaction. These travellers sometimes want changes in the foods and other hospitality, so Kavala needs to adopt diversity in their habits and flooding system, in the facilities they have been provided to the travellers.

Pandemic Situation

In the recent pandemic situation of the Covid-19, every business sphere has to suffer a lot for inaccessibility and other problems. The tourism field suffers the most in this lockdown as their whole business depends on the travels. As in that Covid-19 situation travelling was prohibited, so their space of earning money has completely come to a pause. People were not allowed to travel or spend time in the hotels and restaurants so they were having a really hard time. Even after the pandemic or after the lockdown people are still scared to go outside of their house (Pino et al. 2019). They reduce to go out or travel or spend time on hotels or any other places that possibility of gathering. All these reasons made this travel spot of Kavala suffer a lot.

1.4 Discussion of the arguments and relevant data

GDP Growth of Destination Management in the UK from 2012 to 2020

Challenges of the digital economy for destination management

According to these graphs, in the last 20 years, online travel agencies and other travel aggregators have gained a lot of success by using these destination management strategies and theoretical models. In the field of destination management, development management had faced a transformation in this field because of social media applications and various metasearch engines.

1.5 Conclusion

As this paper has been designed to elaborate on the matter of destination management, this paper also discussed some identified issues the tourist development team is facing in order to manage the travel spot of Kavala. Destination management in any tourist place includes all the development processes, modification processes, and improvement or improvisation on the spheres that made this travel spot face a lot of problems. Repairment of the loopholes in the travel spots is basically the task of destination management. While doing this paper some issues have been identified that are putting blocks on the road to success as a tourist spot (Seraphin, 2019). Such issues are lack of hospitality, issues in transportation and mobility, lack of variety, recent Covid-19 situation and many more like this. Some arguments also have been established in order to support these identified issues are also supported by some collected evidence such as some industrial reports.

2. Assessment Task Structure 2

2.2 Introduction

Destination management could provide chances for their product improvement, which certainly would increase the overall visitor experience and the identity of the destination and also the brand expression. However, the destination image of Kavala has given such limited attention to such stakeholders and their perspectives. The main aim of this study is to find the effect of destination management on Kavala, which is the place of Greece. This management has defined a proper procedure, which also involves such coordinated action in Kavala and the aim for controlling their economy, environmental dimension and socio-culture of the tourism place Kavala. This place is central to specifically sustainable tourism as they have taken such actions in that destination at the regional and local levels.

2.3 Possible solutions to the issues

Before discussing the Kavala destination management solution, the common tourism improvement framework shall be discussed. However, the tourism pilgrimage from this tourism perspective improvement means discussing some proper preconditions. In the opinion of Stylidis, (2022), the improvement framework, particularly the governance structure, would be required. In this part of this study, the main discussion covers all aspects of the Kavala, with proper References of the Kavala. A comprehensive presentation of this Kavala case will follow in the below section.

Preconditions for the destination management of Kavala

Before improving tourism, it could take place, and various general preconditions requirements would be met. A very safe environment and also accessibility through recent transport is needed. Besides that, some major elements at the destination level are decisive to improving procedure and future competitiveness on the destination management and the resource. As per the view of Kontis et al. (2020), most destination types are particularly based on the endowed resources supplied through culture and nature. Most have attracted guests whose specific travel motivation and expectations correlate with their destination and resource profile. Ideally, some unique components have played a major role in the specific differentiation from competing and similar destinations. Therefore, contribute to that particular destination formation and, after that, the specific brand equity. According to Kazantzakis, (2019), all the destinations in Kavala also require some resources for boarding, accommodation, transportation, and porter services. All of these are particularly based on creating a few resources that are helpful in the common infrastructure components. However, the Kavala is a destination of the mature Greek that supplies most of these components, and therefore it completes the overall preconditions.

Particular condition for improving Kavala destination

Typically the proper driver for tourism improvement has been shared through the stakeholders and some of the policymakers. That is the hope of the specific benefits of the overall economy. Some benefits also include employment chances, extra income, and entirely enhanced life quality, giving the tourism infrastructure and services to serve the local population. As cited by Panagiotis and Triantafillos, (2021), in this case, to solve the effect of destination management on Kavala, most stakeholders' structure exhibits very specific traits. Moreover, the very first of this part is the symbolic place with true religious significance, in this particular instance of the Kavala destination history of the specific Christian person. Religious tourism is particularly based on some pillars. In the opinion of Uchinaka et al. (2019), it often consists of the buildings specifically for the divine services, praying, or spiritual remembrance that has also evolved in such particular symbolic places all over the countries.

2.4 Execution of the proposed solutions

The destination management organization is an organization whose particular function is to attract most visitors for a specific purpose to increase the local economy of Kavala by purchasing such food and beverage visitor transportation services. In the opinion of Symvoulidou et al. (2018), to promote the destination of Kavala, the destination management could supply some potential travelers with some accurate information. The direct travelers to the specified hotels and some other accommodation forms have also supplied the access for booking the right platform and assist all tourists in planning their overall itinerary.

Place-main destination

When considering some problems of their place, they would be required to consider the perfect destination, and how that could define their all requirements on the destination management. This could be a state, city, island, or possibly the entire country. As per the view of Stylidis et al. (2019), this could be defined as equally that would work through the mountain range. Anyone's destination might be situated in another destination that could confuse the overall matters. Some of the people in Kavala have to consider their particular destination (Skinner, 2021).

People- Major partners and visitors

As it thinks about people, it should be pondered on who has visited the destination and the actual motivation of their to do that might be. According to Mlejnkova, (2021), it might appeal to such specific numbers about various demographics for various causes or may appeal for a personal cause. It also requires contributing the proper consideration to a person who makes their local; community the main priorities and who are the major stakeholders and the partners from such of the travel industry. This particular destination management as the potential and their partners might also include the transport service, local business, activity centre, and tour operators.

Product- Offer of the product

What is Kavala's destination to offer? What should they buy, and what would be the main experience. It could promise its entire people through its marketing efforts. In the opinion of Kamenidou et al. (2018), activities, accommodation, attractions, and transportation could fall under their product umbrella. 

2.5 Conclusion

From the comprehensive study of this part 2, it is concluded that by tourism, there is a vibrant economic sector that in the global economy is a complicated industry. They all must acquire extensive common knowledge of their marketing of Kavala destinations. The destination management of Kavala is foundational for growing and improving the overall destination, whereas the tourism destination is very large as an integral part. The destination marketing of Kavala has also provided a means by which the destination is specifically sold to such current and potential visitors. Therefore, the overall procedure and activities are unique for destination management and tourism marketing that should be known properly and how most of them have been linked.

Reference

Fyall, A. and Garrod, B., 2019. Destination management: a perspective article. Tourism Review.

Gössling, S. and Higham, J., 2021. The low-carbon imperative: Destination management under urgent climate change. Journal of Travel Research, 60(6), pp.1167-1179.

Gössling, S., Scott, D. and Hall, C.M., 2018. Global trends in length of stay: implications for destination management and climate change. Journal of sustainable tourism, 26(12), pp.2087-2101.

Haid, M., Albrecht, J.N. and Finkler, W., 2021. Sustainability implementation in destination management. Journal of Cleaner Production, 312, p.127718.

Ivars-Baidal, J.A., Celdrán-Bernabeu, M.A., Mazón, J.N. and Perles-Ivars, Á.F., 2019. Smart destinations and the evolution of ICTs: a new scenario for destination management?. Current Issues in Tourism, 22(13), pp.1581-1600.

Kamenidou, I.E.C., Mamalis, S., Pavlidis, S. and Bara, E.Z., 2018. 17. A MULTI-GENERATIONAL APPROACH OF DESTINATION COMPONENTS IN ACTUAL DESTINATION CHOICE. TOURMAN 2018, p.435.

Kazantzakis, N., This work is dedicated to my great-grandparents who they came as refugees from Anatolia and made Kavala their hometown.

Kebete, Y. and Wondirad, A., 2019. Visitor management and sustainable destination management nexus in Zegie Peninsula, Northern Ethiopia. Journal of Destination Marketing & Management, 13, pp.83-98.

Kontis, A.P., Doumi, M., Kyriakaki, A. and Mouratidis, K., 2020. Residents’ Perceptions of Tourism Impact on Local Economic Development During the Economic Crisis: The Case of Kavala. In Strategic Innovative Marketing and Tourism (pp. 609-617). Springer, Cham.

Kurniawan, F., Adrianto, L., Bengen, D.G. and Prasetyo, L.B., 2019. The social-ecological status of small islands: An evaluation of island tourism destination management in Indonesia. Tourism Management Perspectives, 31, pp.136-144.

Mlejnkova, K., 2021. Quality of a Rural Destination: Visitor and Resident Approach. Academica Turistica-Tourism and Innovation Journal, 14(1).

Panagiotis, I. and Triantafillos, C., Cultural Heritage Management. Case study “Tobacco Museum in Kavala”.

Pino, G., Peluso, A.M., Del Vecchio, P., Ndou, V., Passiante, G. and Guido, G., 2019. A methodological framework to assess social media strategies of event and destination management organizations. Journal of Hospitality Marketing & Management, 28(2), pp.189-216.

Seraphin, H., 2019. Natural disaster and destination management: The case of the Caribbean and hurricane Irma. Current Issues in Tourism, 22(1), pp.21-28.

Skinner, H., 2021. Place Branding—The Challenges of Getting It Right: Coping with Success and Rebuilding from Crises. Tourism and Hospitality, 2(1), pp.173-189.

Stylidis, D., 2022. Exploring resident–tourist interaction and its impact on tourists’ destination image. Journal of Travel Research, 61(1), pp.186-201.

Stylidis, D., Kokho Sit, J. and Biran, A., 2018. Residents’ place image: a meaningful psychographic variable for tourism segmentation?. Journal of Travel & Tourism Marketing, 35(6), pp.715-725.

Symvoulidou, E.K., PARALLEL SESSION 5A: NAFSIKA A ROOM:“DESTINATION MANAGEMENT & ALTERNATIVE TOURISM” 146. THE RELIGIOUS TOURISM AS AN ECONOMIC DEVELOPMENT IN GREECE. TOURMAN 2018, p.331.

Uchinaka, S., Yoganathan, V. and Osburg, V.S., 2019. Classifying residents' roles as online place-ambassadors. Tourism Management, 71, pp.137-150.

Zerva, K., Palou, S., Blasco, D. and Donaire, J.A.B., 2019. Tourism-philia versus tourism-phobia: residents and destination management organization’s publicly expressed tourism perceptions in Barcelona. Tourism Geographies, 21(2), pp.306-329.

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