International Tourism Management - Essay Example

Student Name: xxxxxx Tutor: xxxxxx Title: International business networks Institution: xxxxxx Date: xxxxxx Introduction The worldwide tourism management plan is focused on maintainable tourism growth with a concern for the society. Tourism can create a positive contribution to the economic growth of a place, area or nation if maintainable tourism is the beginning point of the growth. Various features aid in the management of international tourism. One of the features is the international business network. International business network was founded by a group of international business individuals who are highly professional with the definite purpose of assisting each other, and other people who are involved in worldwide business. International business networks help people to set of connections in worldwide business. The networks attract a younger and more varied population into worldwide business. They also encourage existing worldwide business activities. The networks inform people on worldwide business practices and chances hence boost their morale to venture into business sectors (Todeva, 2006). Functions and values of international business networks There are various functions of international business networks. There is mobilization of awareness, information and capital. This happens because a person is able to interact with other business experts who might be able to utilize the provided services. A person can also get in touch with other trade owners. This can be through online interaction or local network. The good thing for international business network is that every person who is met in this network is a potential business partner therefore it is good to meet as many people as possible so as to mobilize awareness in business, specifically in tourism industry (Rugman, 2009). Through mobilization of awareness via international business networks, a business person may find his or her sales gradually increasing. International business networks can also provide opportunities for referrals from different members. This is so because a number of people that a person meets in the networking groups may not need the services offered. Though, they may have other business owners in mind that may need the service. International business networks create relations of service providers. When people interact in business networks, they have greater chances of meeting service providers who give them the firsthand information about the variety of services that they offer. Through this, the consumer is able to analyze and evaluate the services they need according to their preference. On the other hand, the potential business owner is able to get information from the business owner on how to handle various issues regarding that sector of business (Rugman, 2009). Service provider relation also happens when they exchange different ideas regarding their business and how they manage various matters concerning their business. International business network is also a method for bringing about community participation. Through business network, a potential business owner can become famous in the community since various networking groups plan various events each year so as to become more noticeable. There is a probability that if a network is more noticeable, then a potential business owner in that network can also be known better (National News Today, 2011). Therefore it is good to attend at least all the events, and interact with the community members. They might turn out to be potential clients or recommend the service provider to others. This is amongst the most professional methods to extend client base. Networking in business is not only a tactic that a number of people implement to get more customers. For a number of small business proprietors, appropriate skills in networking are essential for their sustained existence and achievement. Networking has various forms. These can be through meeting other business owners locally or through online connections. In whichever form that it takes, networking never ends. Networking results to business referrals and business referrals result to increased clientele satisfaction and reliability (Griffiths, 2009). Despite the kind of networking activities that a business proprietor carries out, they are still liable for conducting themselves in a proficient and forceful demeanor. Without a dynamic but polite character, business proprietors may become prey to the obstacles that are most difficult. If business proprietors do not have the maximum self-esteem, they may be categorized as unsteady, and other proprietors of business may decide to eliminate them from upcoming gatherings and planning conferences. This results to a quick break in communication, and an equivalent fall in sales (Griffiths, 2009). A business proprietor that is familiar in skills of networking can be almost assured a money-making business environment and a stable stream of both fresh clientele and repeat commerce. While fresh clients are crucial to develop any business, persistent clients are virtually essential, since they keep the business moving even in the slant economic periods. Skills in networking tend to be a combination of both cultured behavior and normal personality. A business proprietor that can connect both features of the networking deal can sustain a complex web of contacts and dealers (Rugman, 2009). When the network is in place, fresh business can constantly be found and the business proprietor can constantly guarantee that they are being offered with the excellent decisions available to ensure the achievement of their efforts. The value of international business networks is to help businesses to enter and develop their worldwide business. To achieve this, the networks offer mentoring programs in order to bring realistic knowledge regarding worldwide business to members (Rugman, 2009). Another value of the networks is to help people expand their worldwide business and also encourage economic development through worldwide business. Networks provide a number of advantages. Networks offer maintenance of an umbrella group, contribute to supportive practice, improvement, offers market enhancement, and also provides partnerships that are either public or private. Value of knowledge transfer partnerships in tourist destinations Transfer of knowledge is the continuing practice of eliciting and conversing information from one part of the business to other parts. Knowledge Transfer Partnerships (KTP) are partially funded by the government and its target is to assist businesses understand and gain from the knowledge of a graduate, assisted by a university expert, into a company. Tourism targets have a stipulation to innovate to continue being aggressive in an increasingly worldwide environment (Wears, 2011). A necessity for improvement is the realization of how destinations supply, distribute and utilize knowledge. The nature of systems and how they are analyzed may shed brightness upon the procedures of sharing knowledge in destinations as they endeavor to innovate. Tourism concerns selling places and for that reason the destination is a nucleus idea in relation to the product of tourism. Transfer of knowledge in the tourist destination is a significant aspect because it is a precondition for sustaining or acquiring a competitive gain. The gain may be acquired by modernization or by guaranteeing the quality of the existing product or service conveyed (Todeva, 2006). KTPs are amongst the longest existing systems existing to academics for collaboration with industry. This system supports partnership involving academics and companies like tourism sectors to solve issues recognized by the partner organization, characteristically for two years. There are various benefits that companies get when they partner with the academics. For example, the companies commence a strategic association with the university; get access to people who are highly qualified to organize fresh projects, get access to professionals who can assist move the business forward, expand innovative solutions to assist in the business growth, expand the company for the current market, enhance the competitive gain, develop the company’s performance, and enhance the profitability of the company. In the tourist destination, knowledge transfer participants brings about learning and swap over information, education, improvement of cultural values, encouragement, and facilitation of growth. Knowledge transfer participants also bring about business activity whereby there is co-operation in marketing, buying, development of staff, and enhanced entrepreneurial activity. KTPs may collaborate with the administrators at the tourist destination to assist in the transmission of knowledge and the extension of practical and business skills. KTPs facilitate training that is business oriented for graduates so that they improve their business and professional skills (Wears, 2011). They also stimulate and improve commercial related research and teaching carried out by the University. The operating setting of tourist destination managers has fundamentally changed. This is because of a variety of improvements in society, alterations in the normal atmosphere and a change from a firm, packaged tourism representation to a very networked, practical and flexible approach. The fresh operating setting for the destination is determined by the mixture of society empowerment and business practices that are changing because of globalization. For destination administrators to be successful in this challenging atmosphere, there is a necessitate for a fresh method focused upon recognizing how these drifts plot onto their action. Through partnership of knowledge transfer, tourist destination managers are able to maintain an active management of cultural tradition. There is also a dynamic management of environmental tradition impact of transportation. There is improvement on the quality of life for the residents; the value of work is also improved. Within the system, the member areas work to contribute to and work on investigative work already in progress at local level and enhance its productivity and competence via exchange and execution of research activities that are combined (Tinsley and Lynch, 2001). Tourist destination should be regarded as a whole, that is, a scheme with inputs and productivity. Then in this, there is a society and from that, residents are there. Networking is a crucial factor of this scheme and is evident at all three stages. If tourist destinations are to be aggressive and sustainable in the appearance of substantial future tests, it is very important that they start to be controlled in a good manner. For instance, management of knowledge encourages corporations, promotes sharing of knowledge and most of all, can bring together destinations towards a universal objective via the knowledge of markets and rivals (Tinsley and Lynch, 2001). The usefulness of other types of tourism business networks There are a number of tourism business networks. One of them is the World Tourism Organization (UNWTO) which is a specific agency of the United Nations and the most important worldwide organization in the tourism industry. It acts as a worldwide medium for tourism strategy matters and a realistic foundation of tourism expertise. UNWTO has a role which is central and crucial whereby it promotes the growth of accountable, sustainable and generally accessible tourism, paying definite attention to the interests of countries that are developing. The organization supports the execution of the worldwide code of principles for tourism, with a perception to make sure that member countries, visitor destinations and businesses make best use of the positive financial system, societal and cultural impacts of tourism and reap its benefits fully, while minimizing its unconstructive social and environmental effects. UNWTO is dedicated to the United Nations millennium improvement objectives, geared toward lessening poverty and nurturing sustainable growth (World Tourism Organization, 2011). Another type of tourism business network is the Young Tourism Network (YTN). This Victorian based network was founded in 2005 and its objective is to bond young and fresh participants in the industry of tourism. YTN foster employees and fresh participants to the industry of tourism to meet, form groups and share thoughts, experiences and occasions (Young Tourism Network, 2010). YTN nurture the proficient growth of young experts to the industry of tourism. The network facilitates the broader industry of tourism to appreciate the objectives, views and matters crucial to younger people in the field. The network also fosters industry extended partnership. European Research Network for Sustainable Tourism (ERNEST) is another tourism business network. It entails twelve European areas. ERNEST works to increase and reinforce the management of local research programs on maintainable tourism. Some strategic study areas have been recognized for investigation in the course of the ERNEST mission. These include; dynamic preservation of traditional custom, dynamic preservation of environmental custom effect of transport, the quality of residents’ life, value of work, expanding the connection involving demand and offer, and a dynamic preservation of cultural activities. The opportunity network of Dallas is also a network business. Its mission is to provide empowerment to entrepreneurs, small business proprietors, and corporate experts with ideas, proficiency and tools to reinforce their chances in the new active financial system. Features for achievement include networking, building relationship, seminars, training and recommendation. This network gives a chance for the business professional to work together with entrepreneurs. Rather than rival others, the network seeks to act as an enhancement to other get together and regional groups (Alonzo, 2010). Conclusion In conclusion, in order for a business owner or a potential business owner to be on the apex of the commerce, they are required to surround themselves with people who are already at the top. To achieve this, they need to join the networking groups which are available so that they can interact with prominent business leaders. Networking in business is social networking for people who are business minded. The system is essential particularly amid entrepreneurs regardless of whether they are starters or experts. Each day, sites of business communal networking are turning out to be more helpful. In the tourism industry, networking can create stronger cross encouragement and a competitive blend of experiences. Such amplification and augmentation of the regional tourist experience blend creates the demand in a market place that is highly competitive. Creating happy relationships via dynamic networking is a means to successful growth in marketing and business. Bibliography Alonzo V. 2010, The Opportunity Network of Dallas, Retrieved 22 December 2011, http://www.meetup.com/oppdallas/about/ Cooper C, 2009, The Benefits of Knowledge Management for Destinations, Retrieved 22 December, 2011 http://www.insights.org.uk/articleitem.aspx?title=The%20Benefits%20of%20Knowledge%20Management%20for%20Destinations Griffiths T, 2009, Advantages of Business Networking, Retrieved 22 December, 2011 http://www.articlesbase.com/networking-articles/advantages-of-business-networking-763753.html National News Today, 2011, Local and International Business Networking: 3 Key Advantages, retrieved 22 December, 2011, http://www.nationalnewstoday.com/business-and- career/local-and-international-business-networking-3-key-advantages.php Rugman A, 2009, The Oxford handbook of international business, Oxford: Oxford Handbooks Online. Tinsley, R and Lynch, P 2001, ‘Small tourism business networks and destination Development’, Hospitality Management, vol. 20, pp 367-378. Todeva E, 2006, Business networks: strategy and structure, London: Taylor & Francis. Wears L. 2011, Knowledge Transfer Partnerships, Retrieved 22 December 2011, http://www.admin.cam.ac.uk/offices/research/funding/Knowledge. aspx World Tourism Organization, 2011, retrieved 22 December, 2011, http://unwto.org/en/content/about-unwto Young Tourism Network, 2010, retrieved 22 December, 2011, http://www.youngtourismnetwork.com/assets/249/files/Young%20Tourism%20Network %20-%20DL%20Brochure%20-%20MOO9120%20-%20%28email%29.pdf Read More