COMPETITIVE CONSTRAINTS FOR DESTINATIONS
Developing countries have often used their natural and
geographical endowments to achieve remarkable growth in their tourism sector.
However, a number of circumstances common, but not exclusive, to developing
countries such as Morocco militate against their efforts to develop a strong
tourism export sector (UNCTAD, 2000):
> A generally weaker bargaining position towards international
tour operators;
> Long distances and less than acute or no competition result
in high air fares;
> Global distribution systems (GDSs) and computer reservation
systems (CRSs) owned by large international airlines;
> An increasingly competitive global tourism sector, where
natural competitive advantages are becoming less significant;
INDUSTRY'S DRIVING FORCES
> The tourism sector is profiting from the processes of
globalization and liberalization.
> Tourism producers and intermediaries are increasingly
competing on the confidence inspired in the customer directly through the
quality of the information they provide.
> The tourism industry is learning fast that the Internet can
satisfy this need far better than any other existing technology.
> The use of the Internet in developed countries for
purchasing tourism products is increasing dramatically.
> National tourism boards and tourism business associations
will exercise the leadership in embracing the digital age.
MARKETING CONSTRAINTS FOR TOURISM BOARDS
The marketing of a destination is a very difficult task because
the Tourism and Travel product is complex, consisting of a set of very
different products that are perishable in a highly information based
industry
environment. As keepers of the destination «brand»,
Tourists Boards are responsible for positioning the destination in the mind of
the consumer. This usually involves expensive print or broadcast media
campaigns, often with no call to action or sometimes with a number to call for
brochures fulfillment. The main objective is to raise awareness and create the
destination positioning in the tourist's mind. Today the effectiveness of
Destination Marketing Organization's traditional promotional actions are to be
questioned giving the new overall economic, social and technical back round,
which has to be considered, that shows the following trends according to the
International Federation of Information Tourism and Technology (IFITT,
Innsbruck, Austria).
> A further increase in tourism can be expected; the future
development of the industry will result in further differentiation and mass
customization as well as consolidation and globalisation. (Regional
competition).
> A common infrastructure, including software and hardware
tools and enabling e-commerce is emerging.
> Technology is becoming transparent and invisible to the
consumer. (DMO's that are not embracing technology will disappear).
> Information is already available at home, the work place and
during travel enabled by mobile computing and WAP technology.
> Destination branding will become more important, leading
probably to virtual organization branding with different products integrated
into e- commerce architectures.
These changes in the worldwide travel industry are having
tremendous impact on DMO s' traditional marketing models. Nowhere are the
changes mentioned above more evident than in the use of information to
position, market and sell destinations. Therefore major issues are to be
addressed, in this new strategic environment. DMOs are condemned to adapt their
mission, marketing and organizations to new models in order to create a
platform of development of the tourist demand at the level of the nation as a
destination in our modern information society.
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