Destination Management: Case study of London Name: Course: Professor: Institution: City and State: Date: 1. Destination development The city has people from diverse backgrounds and cultures, and over 300 languages are used within its territories. It contains four global Heritage Sites including London Tower, Kew Gardens, and the historic Greenwich settlement; the side made up of (Westminster Abbey, Palace of Westminster, and St Margaret’s church)…
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The London underground is identified as the oldest underground railway existing throughout the world. London can be said to be in the consolidation of destination development. As mentioned it is rich in both natural and artificial attraction's sites. Besides that it has vigorous tourism advertisements and promotion activities that are part of destination management efforts. For instance, visitlondon.com outlines the lined-up activities' events within London that appeals to people around the world. Visitors continued to flock to London, and it is said to attract 27 million visitors who stay overnight annually (Beesley-De, 2013). 2. Approach to destination management Basically, destination management involves three main phases, including development planning, marketing and management. Development planning involves assessing the potential of the destination, consultation and investment. Marketing involves research, target market, mix and planning, and visits and yield. Management involves protecting resources, quality assurance and sustainable growth. Achieving these means competitive tourism to a destination. However, it must be underscored that destinations are dynamic and always evolving (Swrabook, 1999). This means that London is a continuously evolving destination that will have something new or rebrand itself to appeal to as many visitors as possible. As indicated above London boasts of some of the most visited tourism sites around the world. Besides it has the necessary facilities and amenities that support tourism. However, this success and sustainability of the same can only be achieved through consolidated efforts. There is a team responsible for development planning, marketing and management of London as a destination of tourism. This team comprises of appointees from the government of London and stakeholders in the tourism sector. This team is charged with identify what London can offer both naturally and artificially. The work of this team can be easily seen from the official visitor's guide identified as visitlondon.com. Here a visitor can discover London, know things to do, where they can stay, travel information and special offers. This makes London one of the most organized tourism destinations that receives a high number of visitors in Europe and worldwide. 3. System of governance London is home for two levels of government the local and national government. However, it is the local government that is responsible for administration. The local government administration is divided into two tiers-a local tier and a citywide, strategic tier. The great London Authority (GLA) coordinated the citywide administration whereas 33 smaller authorities coordinate local administration. The GLA is made up of two elected arms of government the Mayor, who occupies an executive office and London assembly check mayor’s decisions and can reject or accept the mayor’s proposals annually (Beesley-De, 2013). The command market system operates in London. The government owns and operates a significant portion of the factors of production. Infrastructure, including roads, airports, seaports and the underground railway system are owned and controlled by the government. At the same time, major tourism attraction sites as identified above are
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World Tourism Tourism is one of the fastest growing economic sectors worldwide, recovering from the economic downturn of 2008 and 2009. Despite the fact that 2011 was a turbulent year, international tourist arrivals grew by 4.6% to reach 983 million worldwide, up from 940 million in 2010.
The ability to understand the dynamics and changing trends as well as the visitor expectations is crucial in this process. The role of a destination manager is to ensure that quality services are provided in order meet the expectations of the visitors (Mazanne, 1999, p.57.
According to certain authors, destination can be viewed as the units at various geographical levels, however without different geographical boundaries. It is even seen as an image that results from social practice. The concept of destination can be regarded as agglomeration of services as well as attraction, while on the other hand the term destination can be regarded as the dynamic agglomeration of services, events, culture and attractions (Framke, 2002).
The projection estimates for the industry is equally enthusiastic. The World Travel and Tourism Council predicted that the global tourism turnover would reach $7 trillion per year (Buckley 2009, p.4). The WTO cited that the current figures both in financial receipts and international arrivals will double by the year 2020 (Pforr and Hosie, p.93).
According to the report managing destinations is thus a significant issue that involves the complete experience of the travel and requires all local actors and stakeholders to participate in the process of management, along with providing consumers and all stakeholders with the necessary information in relation to a particular tourist destination.
Finally, aspects such as destination management approaches, governance, tourism policy, stakeholders and destination marketing are detailed to enable a better evaluation of tourism constraints and opportunities in Paris, also to suggest processes for overcoming those constraints.
The Destination management systems (DMS) are used by the DMOs as a strategic approach to manage the destination for the business of tourism and gain strategic advantage over the other players in the industry of tourism. The destination management system provides a co-ordinated approach to connect the various stakeholders related to the destination tourism activity and achieve a better way of managing the destination for the purpose of tourism.
In addition to the preceding, the Canary Islands lures a considerable number European, American as well as Asian and South American tourists, with the average number of visitors averaging approximately 10,000,000 annually (Terra Wire, 2004). "Blessed with a warm climate and attractive coastline" (Terra Wire, 2004) the Canary Islands were annexed by former Spanish dictator Francisco Franco on 1936 at the beginning of his military revolt that began the Spanish Civil War, with autonomy granted the Islands in 1982 as a part of Spain (historyofnations.net, 2007).
Today hosting events have become an integral part of tourism activities, and they contribute significantly to the socio-economic development of a region. This paper will assess the value of hosting events as
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