發(fā)布時(shí)間：2016-04-14 07:56

Chapter 1 Introduction to Destination Marketing Organisations第1章目的地營銷組織介紹

高等教育是很重要的，有時(shí)不合時(shí)宜的公共部門列入計(jì)劃。這讓學(xué)生可以了解旅游組織的作用和結(jié)構(gòu)的各個(gè)層次。..關(guān)鍵是學(xué)生深入理解全球化問題，公共和私營部門的結(jié)構(gòu)和政策到位，既利用和保護(hù)國家免受其影響，并準(zhǔn)備在一個(gè)高級的驚喜在這樣的問題上開始工作（fayos溶膠′2002）。
大多數(shù)的旅游活動發(fā)生在目的地，所以目的地形成一個(gè)支柱在任何造型的旅游“系統(tǒng)”（如Leiper 1979）。甚至有人認(rèn)為，目的地已經(jīng)成為“旅游的基本單位”（世貿(mào)組織2002）。
旅客現(xiàn)在選擇的目的地被寵壞了，必須爭奪市場關(guān)注混亂的替代產(chǎn)品的信息以及競爭對手的地區(qū)。作為他們的標(biāo)題表明，目的地營銷組織（DMOS）所關(guān)注的地方銷售，一個(gè)研究領(lǐng)域，最近才吸引了大量的研究關(guān)注。由于突出的地方，目的地旅游系統(tǒng)中令人吃驚的是已經(jīng)有一些文本，日期都集中在DMOS的操作。旅游已經(jīng)在一個(gè)有組織的形式，至少自上世紀(jì)第十九年代末，和大部分時(shí)間刮了DMO旅游全世界發(fā)展的積極的作用。然而，文本有關(guān)目的地的規(guī)劃，營銷和管理只出現(xiàn)在認(rèn)真自上世紀(jì)90年代。貢獻(xiàn)包括：旅游規(guī)劃與管理（戈弗雷&克拉克2000；Howie 2003；法律1995；Lickorish 1992；WTO 1994），旅游目的地城市（1995頁），，“旅游組織的個(gè)案研究”（皮爾斯1992），目的地營銷（阿什沃思和古德1990a；古德和阿什沃思1990；健康與墻1992；nykiel和jascolt Wahab等人1998。1976），地方推廣（阿什沃思& voogd 1990；黃金1994病房），目的地品牌（摩根等人。2002）（貝魯門，和目的地營銷危機(jī)2003a）。

In higher education it is important that the sometimes unfashionable public sector is included in programs. This allows students to gain an understanding of the roles and structures of tourism organizations at all levels . . . what is critical is that students have a thorough understanding of issues of globalization, the public and private sector structures and policies that are in place to both capitalize and protect nations from its effects, and are equipped to enter the work force at a senior level ‘surprise free’ in terms of such issues (Fayos-Sol′a 2002).
Most tourism activities take place at destinations, and so the destination forms a pillar in any modelling of the tourism “system” (e.g. Leiper 1979). It has even been suggested that destinations have emerged as “the fundamental unit of analysis in tourism” (WTO 2002).
Travellers are now spoilt for choice of destinations, which must compete for attention in a market place cluttered with the messages of substitute products as well as rival regions. As their title clearly indicates, destination marketing organisations (DMOs) are concerned with the selling of places, a field of study that has only relatively recently attracted significant research attention. Given the prominent place of destinations in the tourism system it is surprising there have been few texts to date that have focused on the operations of DMOs.Tourism has been around, in an organised form at least, since the late 19th century, and for most of that timeDMOshave played an active role in the development of tourismworldwide. However, texts concerned with destination planning, marketing and management have only emerged in earnest since the 1990s. Contributions have included: destination planning and management (Godfrey & Clarke 2000; Howie 2003; Laws 1995; Lickorish 1992; WTO 1994), urban destinations (Page 1995), case studies of “tourist organizations” (Pearce 1992), destination marketing (Ashworth & Goodall 1990a; Goodall & Ashworth 1990; Heath & Wall 1992; Nykiel&Jascolt 1998;Wahab et al. 1976), the promotion of places (Ashworth& Voogd 1990; Gold&Ward 1994), destination branding (Morgan et al. 2002), and destination crisis marketing (Beirman 2003a).
A growing number of academic conferences have also featured the destination marketing theme in recent years. In 1990 the topic of the third international tourismworkshop organised by the Geographical Institutes of the University of Groningen and the University of Reading was “selling” tourism destinations (Ashworth & Goodall 1990). The 1993 Association Internationale d’Experts Scientific du Tourisme (AIEST) conference addressed the issue

2 Destination Marketing Organisations

of the competitiveness of long haul destinations (Ritchie & Crouch 2000a). In 1996 the Fundacion Cavanilles for Advanced Studies in Tourism organised the Second International Forum on Tourism, themed “the future of traditional tourist destinations” (Buhalis&Cooper 1998). In 1998 the 48th Congress of the International Association of Scientific Experts in Tourism (AIEST) focused on “Destination marketing — scopes and limitations” (Keller 1998). The 1999 TTRA Europe conference was themed “Tourism Destination Marketing—Gaining the Competitive Edge” (see Ruddy & Flanagan 1999). Also in 1999, the Centro Internazionale di Studi ′ Economia Turitica (CISET) conference on destination marketing and management was held in Venice.
There has also been a wealth of material related to destination marketing published in academic tourism journals. For example, Pike (2002a) reviewed 142 papers published in the literature between 1973 and 2000 that were concerned with just one aspect of destination marketing—that of destination image analysis. The purpose of the text is to synthesis the current extent of knowledge in the field, and in doing so highlight research gaps relating to destination marketing management issues. These include a lack of DMO research attention towards:

Contents

1. Introduction to Destination Marketing Organisations 1
2. The Rationale for Destination Marketing Organisations 19
3. DMO Roles and Structure 39
4. Destination Branding 69
5. Destination Image 93
6. Destination Positioning 111
7. Destination Marketing 125
8. DMOs, Disasters and Crises 155
9. Performance Measures 177
Acknowledgments 193
Glossary 195
References 197
Appendix 1 – Position Discription New Zealand Tourism Board Member 221
Appendix 2 – NTO Slogans in 2003 225
Author Index 233
Subject Index 239

Acknowledgments 

Destination Marketing Organisations is a result of a combination of my experiences as a destination marketer and as an academic. In both of these worlds I have benefited from wise counsel. In the academic arena I must firstly acknowledge my appreciation to Professor Stephen Page, series editor for Advances in Tourism Research and external monitor for Waiariki Institute of Technology’s Bachelor of Tourism degree programme, where I was previously a member of the teaching team. As an emerging academic I learned much from Stephen’s candid and practical approach to tourism theory and pedagogy. During the same period I benefited immensely from the mentoring of Professor Chris Ryan at the University of Waikato. I am also indebted to many of my colleagues and students in New Zealand atWaiariki Institute of Technology, Bay of Plenty Polytechnic, and the University of Waikato, and in Australia at Central Queensland University and Queensland University of Technology. In the tourism industry I am grateful in particular to two mentors: the late Greg Fraser at Rotorua District Council, and Owen Eagles, formerly of the New Zealand Tourism Department and currently Managing Director of a leading travel wholesaler in Australia.

Most of the period of the preparation of this manuscript took place while at Central Queensland University (CQU), and I can think of no better place to write a book than Bargara Beach. I was fortunate to have much support at CQU. In particular, I acknowledge
Head of School of Marketing and Tourism Associate Professor Les Killion, Associate Dean of Research in the Faculty of Business and LawAssociate Professor Gayle Jennings, and the staff of the CQU library. Thanks also to those members of the on-line TRINET community who responded to calls for information.
On a more personal level, the text would simply not have been possible without the support and patience of my wife Louise, son Jesse and daughter Alex.

References文獻(xiàn)

Aaker, D. A. (1991). Managing brand equity. New York: Free Press.
Aaker, D. A. (1996). Building strong brands. New York: Free Press.
Aaker, D. A., & Joachimsthaler, E. (2000). Brand leadership. New York: Free Press.
Aaker, D. A., & Shansby, J. G. (1982). Positioning your product. Business Horizons (May/June), 56–62.
Ahmed, Z. U. (1991a). Marketing your community: Correcting a negative image. The Cornell HRA Quarterly (February), 24–27.
Ahmed, Z. U. (1991b). The influence of the components of a state’s tourist image on product positioning strategy. Tourism Management (December), 331–340.
Ahmed, Z. U. (1991c). The dark side of image marketing. The Tourist Review, 4, 36–37.
Ahmed, Z. U. (1996). The need for the identification of the constituents of a destination’s tourist image: A promotion segmentation perspective. Journal of Professional Services Marketing, 14(1), 37–60.
Ahmed, Z. U., & Krohn, F. B. (1990).Reversing the United States’ declining competitiveness in the
marketing of international tourism: A perspective on future policy. Journal of Travel Research, 29(2), 23–29.
Akehurst, G., Bland, N., & Nevin, M. (1993). Tourism policies in the European Community member states. International Journal of Hospitality Management, 12(1), 33–66.
Alcantara, N. (2003). Travel advisories reward terrorists, says Gordon. , 24/10/03.
Alford, P. (1998). Positioning the destination product: Can Regional Tourist Boards learn from private sector practice? Journal of Travel & Tourism Marketing, 7(2), 53–68.
Alison, R. I., & Uhl, K. P. (1964). Influence of beer brand identification on taste perception. Journal of Marketing Research (August), 36–39.
Amor, F., Calabug, C., Abellan, J.,&Montfort. (1994). Barriers found in repositioning a Mediterranean ‘sun and beach’ product: The Valencian case. In: A. V. Seaton et al. (Eds), Tourism the state of the art (pp. 428–435). Chichester, England: Wiley.
Anderson, J. (1983). The architecture of cognition. Cambridge, MA: Harvard University Press.
Anderssen, P., & Colberg, R. T. (1973). Multivariate analysis in travel research: A tool for travel package design and market segmentation. Proceedings of the 4th Annual Conference, Travel Research Association.
Anholt, S. (2002). Nation brands: The value of ‘provenance’ in branding. In: N. Morgan, A. Pritchard, & R. Pride (Eds), Destination branding (pp. 42–56). Oxford: Butterworth-Heinemann.
Anson, C. (1999). Planning for peace: The role of tourism in the aftermath of violence. Journal of Travel Research, 38, 57–61.
Anton, J.,&Petouhoff, N. L. (2001). Customer relationship management. Sydney: Pearson Education Australia.

本文編號：38247