Destination Management in Kenya - Case Study Example

Destination Management in Kenya Name Course Name and Code Instructor’s Name Date Table of Contents Table of Contents 2 Introduction 3 Destination product development 4 Destination Partnerships 7 Community and Tourism Stakeholder Relations 8 Destination Governance and Leadership 9 Destination communication and Promotion 10 Recommendation 11 Conclusion 12 Bibliography 13 Introduction Destination management concept is tasked with broadening the awareness of all factors that constitute successful and sustainable tourism locations (Tourism Excellence, 2011). A destination can be defined as a geographic space that supports all tourism experience together with where that experience takes place; it is basically a specific location with a systematic pattern of attractions, has relevant tourism facilities and services that are sufficient thus allowing effective and successful tourism marketing and promotion (Tourism Excellence, 2011). The visitor’s superb experience is made up of sophisticated elements that include their expectations, information, transport, accommodation, host community that is welcoming, and security together with other relevant services associated with tourism. Following this precise knowledge, essential destination planning and management demands for extensive understanding of what the current tourists or tourism consumers seek and aspire to fulfil. For instance, not all destinations will satisfy all market segments (Tourism Excellence, 2011). For this matter, marketing and promotion of destinations is essential in maximizing visitations. Using Destination Kenya Company as the subject of this report, this report investigates destination management in Kenya by describing destination product development, destination partnership, and the relationships between the community and tourism stakeholders. Similarly, the report will provide an extensive understanding of destination governance and leadership in Kenya, destination communication and promotion, and above all the report will give recommendations with regard to different additional activities that Destination Kenya should undertake for future management and marketing of tourism. Destination product development Destination Kenya Company is regarded as the leading destination management company and as the first incentive travel organizer in the larger East African region (Destination Kenya, 2010). Accordingly, the company boasts of its ability to provide tailor-made safaris particularly for the discerning individual travellers. The company has extensive knowledge of spectacular remote locations across East Africa thus making it a reliable company to provide unforgettable tourism experience and adventure in the region. This company has the capacity to provide satisfying and unforgettable experience including the beautiful sceneries such as the wildlife of Masai Mara coupled with the incredible and thrilling wildebeest migration across the vast Serengeti plains (Destination Kenya, 2010). Destination Kenya designs destination products that leave an exclusive, unique and lasting experience for their customers. Their experienced and knowledgeable product design teams are up to the task and will ensure visitors experience is beyond their initial expectations. This destination management company has specialized in organizing African itineraries that target global organizations and discerning independent travellers. The company has the following products to offer: Incentive Travel: the company develops incentive programmes that are designed within the customer’s corporate budget that meet the unique and individual specifications of each group. In this regard, Destination Kenya ensures that each customer’s incentive experience receives the high-end and superb adventure experience that Kenya as well as the larger East African region can offer (Destination Kenya, 2010). Similarly, the company provides an opportunity for awarding customer’s top performers a lasting experience that is unforgettable; something they honestly deserve. With regard to the company’s experience, it has the capacity to coordinate incentive programs for groups of between 15 to 1000 individuals with ease and professionalism (Destination Kenya, 2010). Similarly, the company’s itineraries are cautiously designed and custom-designed thus allowing visitors to experience a unique program that offers original and unforgettable safari. Individual and Group Safaris: for magical and enchanting safaris, Destination Kenya works to ensure that the experience that customers’ desire is exactly what they receive. The vastly experienced and knowledgeable personnel with regard to the local market ensure that customers enjoy a spectacular experience that is truly personal while also keeping spontaneity and connection that an adventurous safari affords (Destination Kenya, 2010). This product is developed based on the company’s objective of catering for the customers unique interests. Kenya and the East African Safari to many visitors is like a dream given the fact that this region offers satisfaction to different adventure desires; for example if one is interested in the Big Five, ornithology, and eco-tourism and conservation, this product ensures all these are met (Destination Kenya, 2010). Individual and Group Safaris can be tailored to satisfy specific wishes given that the company is made of personnel with great expertise in East African tourism destinations. Trade and Education Tours: the company operates educational tours by liaising with their overseas marketing representatives, and their partners/suppliers in East Africa (Destination Kenya, 2010). For these products to succeed, it is instrumental that all parties involved, invest heavily. In this regard, the company takes time and care to determine correctly all participants who qualify and thus are invited to join the company educational trips, which are offered on a national cost basis (Destination Kenya, 2010). Meetings and Conferences: this product demands for precise logistics that are critically vital for delegates when focusing on the event itself and ensuring that disturbances that might disrupt the proceedings are avoided (Destination Kenya, 2010). Destination Kenya Company helps its customers in organizing local meetings and conferences in Kenya and East Africa region as a whole. The company’s expertise work around the clock to make sure that all logistics with regard to meetings and conferences are streamlined and seamless thus positioning all their customers to have a successful and enriching experience (Destination Kenya, 2010). Consequently, given the fact that the region has unique venues where some can host even up to 4000 delegates in a single location (Destination Kenya, 2010). These locations are particularly conference facilities as well as five star hotel facilities that are in pristine beach location and across major towns like Nairobi and Naivasha Airline Crew Safaris: this product is specifically designed for members of long-haul commercial airline crew with desires to make stop-over in the larger region of East Africa; this company ensures that such customers experience the most of their endeavours (Destination Kenya, 2010). For instance, Destination Kenya understands the cost of time and thus designs this product expeditiously while also pricing it competitively. The featured safaris under this product include: Nairobi to Amboseli National Park, Nairobi to Masai Mara Game Reserve, Nairobi to Mount Kenya Region, Nairobi to Samburu Game Reserve, and Nairobi to Lake Nakuru National Park. These safaris can be accomplished by either road or air with regard to the client preferences and budget, and/or the route practicality (Destination Kenya, 2010). Destination Partnerships Partnership in its own setting refers to different entities coming together to support each other in achieving their personal goals (Manyara & Jones, 2009). For this matter, destination partnership is coming together of destination management companies to promote their destinations. In this essence, the success of this kind of partnership is not dependent on the number of companies working together but rather the commonness of their core values; their unending drive and motivation to offer high-end services and products to their customers through innovations, extended marketing activities, and meeting the consumer demands (Okoth-Okombo, 2011). Accordingly, the strength of the company is wholly tied to the unique personality of its personnel. Like any other destination management company that is positioned to succeed in its destination ventures, Destination Kenya works in collaboration with different corporations to further increase their profitability. Destination Kenya has partnered with corporate organizations like Kenya Airways, KLM together with different five star hotels across the country in order to provide their customers with customized products and services (Akama, 2010). For instance, Kenya Airways is a renowned airline operating on a global scale; destination Kenya customers from overseas countries are advised to use the airline in order to have a smooth travel to their adventure destinations (Okoth-Okombo, 2011). Furthermore, the company has also partnered with The Kenya Tourism Board, which is a subsidiary of the Ministry of Tourism. This has immensely helped the company to understand the country’s tourism policy, as well as contributing to its formulation, which has further helped the company to discover new destination locations that were initially unknown to them (Akama & Kieti, 2009). Given the fact that Kenya is increasingly striving in its economic development thus presenting itself as a virgin investment opportunity where different world-class multinationals are attracted. For instance, different world-class hotel chains like Fairmont, Radisson, together with Lansmore branded hotels are now available in Nairobi (Okoth-Okombo, 2011). Destination Kenya Company has positioned itself to collaborate with these world-renowned hotels to provide exclusive hospitality services to their esteemed customers. Community and Tourism Stakeholder Relations The Kenyan tourism sector has different players with myriad interests. The stakeholders in this industry include: different wildlife associations, landowners, forestry department, national reserves and national parks, hoteliers and tour operators, beach operators and local authorities, just to mention but a few (Safariweb.com, 2013). Stakeholders in this industry have different views with regard to how benefits from the industry should be used. Similarly, there have been various instances of human beings - wildlife conflict. Private land owners particularly those owning lands adjacent to national parks and game reserves argue that the government should come up with legislations that will safeguard them from the destructive nature of wild animals who at times wander outside their designated areas of habitation (Safariweb.com, 2013). The community representatives have in several occasions lauded their grievances arguing that if wild animals are allowed to wander onto private and communal lands they should be regarded as the property of the local people. In addition, that this will help them in coming up with the best ways as to how these animals can be maintained and used for their profitability. The compensation issue is a damaging one, for instance, when elephants destroy crops, lions and leopards kill livestock leave alone human beings, the government has poor legislation that undermine the rights of communities living around national parks and game reserves. This conflict has high negative impact on the tourism and hospitality industry. The poor relationship between the government and the community is a threat to this destination (Safariweb.com, 2013). Similarly, intensive and unplanned development of tourism facilities including beach hotels, lodges, tended camps in and around the national parks and game reserves has in one way or another exacerbated the relationship between the industry and the community. For example, hotel facilities in Mombasa have denied the public access to beaches while reserving them for paying guests (Kenya National Bureau of Statistics, 2012). A similar situation is exhibited in Masai Mara and Amboseli national parks; there are massive lodges and tented camps developed within these areas something that has resulted into increased off-road driving, desertification, and congregation of hazardous scavengers (Safariweb.com, 2013). These activities gravely impact the livelihood of the communities living around these game reserves. Destination Governance and Leadership Tourism has a wide range of stakeholders as identified in the above section and in this regard, it is extremely essential to have extensive coordination of these stakeholders across a given destination (Rotberg, 2013). Coordination together with communication demands for a sound corporate leadership and governance. Accordingly, successful destinations are anchored by effective Regional Tourism Organizations and/or Local Tourism Organizations; similarly, the support from the government, industry and the community is vital (Rotberg, 2013). Successful destination companies have a strong and committed leadership that encourages stakeholder commitment and participation in the industry, provides strategic approach to tourism, and promotes shared tourism vision for the destination (Okoth-Okombo, 2011). Networks and partnerships with stakeholders are very crucial and hence the leadership must develop them, the leadership must also identify stakeholder responsibilities, coordinate stakeholders while also focusing resources. Similarly, the leadership is tasked with developing effective destination management, governance, and operational structures as well as identifies strategic opportunities for destination development and marketing (Okoth-Okombo, 2011). The strategically coordinated relationship between the public and private organizations is always instrumental in effective tourism planning, management, development of products, marketing, training and education (Okoth-Okombo, 2011). Equally important, this relationship enables communication between all stakeholders thus aiding in identification of strategies and mechanisms for achieving sustainable tourism development (Okoth-Okombo, 2011). Destination Kenya Company has a sound destination governance and leadership that has allowed it to position excellently itself as a leader in destination management in Kenya and the entire East African region. The company has built tremendous relationship with all stakeholders in the industry while also partnering with major companies like Kenya Airways to help it acquire a larger customer base by developing products that suit different market segments. Due to its sound destination governance and leadership procedures, Destination Kenya is positioned to thrive continuously in its operations. Destination communication and Promotion Communication and promotional activities in any business are very instrumental in ensuring the success of that particular business. Destination promotion and communication is achieved through destination marketing activities that are massively conducted by government institutions like tourism boards and destination companies themselves (MagicalKenya.com, 2009). In Kenya for instance, the government has been on the frontline in marketing its different tourism destinations. For example, the Kenya Tourism Board unveiled plans for repositioning Kenya as a quality destination at the World Travel Market (MagicalKenya.com, 2009). The board has expert marketing teams within and outside the country to come up with exciting promotional campaigns, launch Kenya tourism website. Similarly, the campaign involved the use of new tourism logo and slogan, destination documentaries, brochures together with other promotional materials. Similarly, the government through the Tourism Board conducted an intensive research to establish different factors that influence visitor destination choices in Kenya while also determining the level of visitor expectations (MagicalKenya.com, 2009). Destination Kenya Company has tremendous marketing strategies that are aimed at attracting and acquiring a stronger customer base. The company has invested massively in internet marketing; it has interactive websites that allow customers to ask and get what they want in real time (MagicalKenya.com, 2009). The company also works in collaboration with world renowned companies like Kenya Airways, which help their customers to have access to their desired destinations. Similarly, have marketing expertise positioned abroad and at home to help in marketing the company products to the global market. Recommendation The company should come up with corporate social responsibility programs that will allow it to develop lasting cordial relationship with communities they operate in. The partnership with the receiving community will create a conducive operations atmosphere. Destination Kenya should also diversify its marketing and promotional activities at home and abroad for it to be able, to attract more new customers while also encouraging the existing ones to visit again. To increase further its returns, Destination Kenya should develop products that not only attract foreign customers but also locals. The East Africa countries are experiencing a steady increase of middle income persons who will automatically offer a ready market for local products. Owning accommodation, meeting and conference facilities will give the company an added opportunity to be autonomous in their operations and thus increasing their profitability. Conclusion Destination management is the art of broadening the awareness of all factors that constitute successful and sustainable tourism locations. Kenya has various destination management companies that are extremely instrumental in tourism marketing and promotion. This report has vastly described destination management in Kenya using Destination Kenya Company as its subject. With regard to this, the company offers excellent products including incentive travel together with individual and group safaris. The company has also partnered with different stakeholders in the industry to provide fantastic and superb destination marketing and promotion. Similarly, the conflicting relationships among different stake holders have also been discussed. Accordingly, the marketing and promotional activities that that company use in familiarizing its customers about their brands have been extensively and intensively discussed. Above all, the report has provided recommendations the Destination Kenya should promptly implement to ensure its lasting success. Bibliography Akama, J., and Kieti, D.(2009). Tourism and Socio-economic Development in Developing Countries: A Case Study of Mombasa Resort in Kenya. Journal of Sustainable Tourism, vol. 15, no. 6, pp. 735-748 Destination Kenya (2010) Not Just Another Destination. Available at; http://www.desken.com/ Kenya National Bureau of Statistics. (2012). Kenya Facts and Figures, 2012. Available at http://knbs.or.ke/downloads/pdf/Kenyafacts2012.pdf MagicalKenya.com (2009) New marketing Plans for Kenya Tourist Board. Available at; http://www.tourism.go.ke/default.nsf/news1/184E648BADDE102243256B490037ABBC?opendocument&l=1 Manyara, G., and Jones, E. (2009). Community-based Tourism Enterprises Development in Kenya: An Exploration of Their Potential as Avenues of Poverty Reduction. Journal of Sustainable Tourism, vol. 15, no. 6, pp. 628-644 Okoth-Okombo, D (2011) Challenging the Rulers: A Leadership Model for Good governance. Nairobi: African Books Collective Rotberg, R. (2013) Africa Emerges: Consummate Challenges, Abundant Opportunities. New York: John Wiley & Sons Safariweb.com (2013) Africa Safari Guide. Available at; http://safariweb.com/kwild/wildlife.htm Akama, J.( 2010). The Evolution of Tourism in Kenya. Journal of Sustainable Tourism, vol. 7, no. 1, pp. 6 – 25 Tourism Excellence (2011) Growing Destinations: What is Destination Management? Available at; http://www.tourismexcellence.com.au/Growing-Destinations/Destination-Management.html Read More