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Tourism destination Event marketing

 
 

 

 


1. Hallmark event refers to the function of events in achieving a set of goals that benefit tourism and the host community, namely:

attracting tourists______________________________________________________

________________________________________________________________________________________________________________________________________

creating and enhancing a positive image that is co-branded with the destination/ community___________________________________________________________

________________________________________________________________________________________________________________________________________

delivering multiple benefits to residents.____________________________________

________________________________________________________________________________________________________________________________________

2. Hallmark event as a tourist attraction also becomes an institution and its permanence is taken for granted. Its traditions generate a stronger sense of community and place identity. The event and city images become inextricably linked.

________________________________________________________________________________________________________________________________________________________________________________________________________

3. Hallmark events can also exist within the context of social worlds and for special-interest groups as iconic tourist attractions that facilitate communitas and identity building.

Attraction

ATTRACTION GOALS PROCESS
To attract tourists (preferably long-distance and international in origin), generate economic benefits, and combat seasonality of demand. -consider the entire portfolio of events and attractions in the destination, relative to competitors -prior to event production, demand can only be estimated through comparison with similar events and longitudinal, market-penetration studies
A-1: Develop an attractive, unique theme and program that will appeal widely to residents and visitors as well as to targeted segments with special interests. -identify the key target market areas and segments; focus on high-yield, dedicated event tourists -market area research as well as visitor surveys are required in advance of planning the event and while refining the concept -test attractiveness and 'staying power' with residents (it has to become a tradition for them)
A-2: Produce a high-quality event with the potential to become iconic; focus on customer value and satisfaction -quality can be judged through benchmarking against other successful events; and in the context of the planned theme and programme, by experts which constantly monitor customer satisfaction and future intentions to return or spread positive word of mouth
A-3: Develop an attractive and effective community setting for the event(s) including specific indoor and outdoor venues. -involve the community in identifying suitable venues, determining the need for new infrastructure or improvements; plan for a permanent legacy -consider aesthetic and functional venue requirements and community improvements; set a design capacity for audiences
A-4: Develop high standards and accessibility in terms of services and consumables. -offer basic services that match the visitors´ needs.
Evaluation of Attractiveness Each of the six major goals requires separate evaluation, employing a range of specific measures and methods. Research will be needed to test attractiveness and image among target audiences. -measure the fit between program components and the expressed needs/preferences of specific target audiences -test the theme’s generic effectiveness in terms of uniqueness and appeal to broad audiences -evaluating the Unique Selling Proposition has to include benchmarking comparisons with other events and destinations. -evaluate the aesthetic appeal and functional effectiveness of venues and the community setting -marketing planning will deal with many of these indicators

Image and Branding



IMAGE and BRANDING GOALS PROCESS
-To develop an iconic brand for the event, and to co-brand the hallmark event and destination, taking into account the identity residents attach to their community and the event. -widespread consultation is essential -residents and other stakeholders must be directly asked to consider place identity and desired image -the band must reflect destination and community strengths and convey a unique and attractive message
I-1: Generate and sustain positive media coverage of the event and destination. -integrate event and destination marketing -plan visuals and messages at the concept stage and integrate into all aspects of design and production
I-2: Develop and sustain strong media partners -obtain media input to planning and evaluation -maximise number and types of media as sponsors
I-3: Develop and constantly monitor brand equity -conceive the event as a brand with its own values, co-branded with the destination -build brand equity with target segments through co-production of events and related destination experiences
I-4: maintain positive event image among all key stakeholders - monitor media coverage - visitor and target-market surveys employing measures of awareness, strength (positive or negative), and appeal (desire and intent to visit) among target audiences
I-5: Specifically foster a strong reputation through media communications, quality, uniqueness, and positive word-of-mouth recommendations -media management to include dealing with image problems and disasters -managing word-of-mouth requires attention to product and service quality, co-creation of experiences, and incentives
Evaluation of Image and Branding -media monitoring should be continuous -implement meaningful consumer/resident feedback -employ experts to make comparisons and evaluate overall image and branding effectiveness

 

Community

COMMUNITY GOALS PROCESS
To establish and sustain an event that will directly benefit and be supported by residents, effectively becoming a tradition and a permanent institution Community participation in the process is essential, allowing all voices to be heard. Key stakeholders that can support or scuttle the process should be emphasized
C-1: Generate specific benefits for the community -new and better employment (measure direct and indirect jobs created; full and part-time; wages/benefits) -infrastructure improvements (parks, leisure facilities) -better entertainment (new opportunities) -animation and more efficient use of facilities and parks -improved sense of community pride (measured by community attitude survey) -new forms of social interaction and integration (public concerts, music) -physical appearance and design (lights, public art)
C-2: Create attractive opportunities for volunteerism and other forms of participation in the hallmark event -measure volunteer numbers (age/gender distribution) -measure other participation (athletic, artistic) -improved capacity for community development -organizational and decision-making capacity -better networking -demonstrated innovation and vision
C-3: Avoid, and where necessary ameliorate, negate impacts on the community -avoid traffic and parking problems, noise and other amenity threats -avoid rowdy crowds and tourist activities; keep the peace -avoid negative environmental impacts (waste disposal, recycling, control of movement), to avoid sensitive areas
C-4: Sustain political satisfaction and support for the event; ensure effectiveness in securing regulatory approvals -lobbying to obtain funding and key votes -internalizing political support through seats on boards of directors is often necessary
C-5: Implement full accountability regarding the event's costs and benefits, its management and planning. -consider setting up a monitoring and advisory group open to residents and other stakeholders
Evaluation of Community Goals -periodic community surveys ( knowledge, attitudes, measures of involvement and participation) -periodic stakeholder forums ( police, elected officials, community groups, industry) -reports from the organizers and volunteers -direct observation of the event(s) with video evidence -annual visitor surveys (perceived impacts)


Date: 2016-03-03; view: 198


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