Chapter 6
Destinations
Introduction
In this chapter we show that the destination lies at the core of the travel and tourism system.
Destinations come in all shapes and sizes and can be found in a variety of geographical settings.
Supply: a mix of products and services that come together to meet the needs of a tourist.
Demand: places where tourist travel to in order to experience particular features or experiences.
The nature and role of destinations
The destination sits at the core of the wider tourism system in that it represents an amalgam of
tourism products that collectively offer a destination ‘experience’ to visitors. For many consumers
(day visitors or tourists), particularly in leisure tourism, the destination is the principal motivating
factor behind the consumer’s decision and expectations.
With respect to arriving at a definition of a destination, it is necessary to introduce both supply- and
demand-side perspectives. So, while supply-side definitions identify the destination as ‘a well-defined
geographical area which is understood by its visitors as a unique entity, with a political and legislative
framework for tourism marketing and planning’, demand-side definitions define destinations as
‘places towards which people travel and where they choose to stay for a while in order to experience
certain features or characteristics’. In reality, whether one views the destination as a ‘tourist place’, a
‘tourism product’ or a ‘system of products’ very much depends on the purpose of defining it and the
perceptions of the stakeholders either directly and/or indirectly involved with its management.
Destination types
There are many types of destinations that can be identified but the most basic classification is
threefold:
Coastal destinations, epitomised in the ever popular seaside resort that has undergone many
changes since its modern-day emergence in the mid-eighteenth century with advocacy of
inland spas and sea bathing for health cures.
Urban destinations in that major cities have been cultural attractions from ancient times
onwards and some, such as Venice, which was popularised in the period of the Grand Tour
by Europe’s aristocracy, have continued as tourist cities long after their commercial function
has diminished.
Rural destinations that range from the ordinary countryside to national parks, wilderness
areas, mountains and lakes.
It follows from the discussion so far that the key features of a tourist destination are:
Logical geographical unit recognised by visitors
Contains visitor attractions
Access or possible provision of access
Internal transport network
Tourist infrastructure and superstructure are present or can be developed
Administratively possible to plan and manage
, Destination policy, planning and development
In its broadest sense, tourism policy allows tourism to interface with other industrial sectors within
the wider economy and link more effectively into other more general strategies such as national and
regional economic strategies, spatial strategies and integrated national and regional strategies.
Destination management, on the other hand, represents a more micro activity in ‘which all the many
resident and industry stakeholders carry out their individual and organisational responsibilities on a
daily basis in efforts to realize the macro-level vision contained in policy, planning and development’.
Destination competitiveness
Destinations are managed within a broader context of ‘competitiveness’ and ‘stewardship’ which
relate to the deployment of ‘management’ resources to both develop and enhance the destination
and at the same time protect and conserve its core resources respectively. Hence, the
competitiveness of a destination refers to its ability to compete effectively and profitably in the
marketplace, while the successful management of a destination involves a balance between
traditional economic and business management skills with an increasing need for sensitive
environmental management capabilities.
In order to remain competitive, destinations need to be aware of both demand and supply factors.
The tourism system is open in that it is subject to many (micro) influences and pressures arising from
the system itself. In reality, all destinations, irrespective of size, location and market, need to adapt
continually, not simply because they need to modernise but because they need to retain and build on
their overall competitiveness over other destinations.
Destination trends
The challenges facing destinations are significant, with a whole host of issues that impact on their
management and marketing. Both the macro and micro environments are in a constant state of
change and evolution and, as such, those managing destinations are encouraged to migrate from
their traditional ‘inward looking’ nature and recognise more fully the true magnitude of events and
their impact on how destinations are to be managed in the future.
King raises the scenario of the traditional distribution channels being increasingly bypassed in the
future with more direct contact between the consumer and the supplier taking place. He also
suggests that a reduction in booking lead times is likely to occur, as is a steady downturn in the
demand for mass tourism products, leading to a greater pressure for the destination to deliver
satisfaction and meet expectations of an increasingly independent tourist. King is very critical of
many existing destination management organisations (DMO’s), in that the majority remain focused
on ‘what the destination has to offer’ and continue to use ‘mass marketing techniques more suited to
the passive costumer’. He develops this theme by alluding to the fact that the customer is now very
much an active partner, or co-creator, in the marketing process. For destinations to be a success,
marketers will need to engage the customer as never before, as well as to be able to provide them
with the types of information and experience they are increasingly demanding.
King advances a number of so-called ‘new realities’ for destination marketeers. These include the
need for even greater emphasis on a strong brand image, with clearly identified and projected brand
values that resonate with key target segments.
The 15 Cs framework
In recognition of the dynamic context within which destinations are being managed now, and are to
be managed in the future, Fyall propose a framework which provides a ‘route map’ for professionals
and researchers working in the field. Although in a developmental phase, and in no way intended to
Destinations
Introduction
In this chapter we show that the destination lies at the core of the travel and tourism system.
Destinations come in all shapes and sizes and can be found in a variety of geographical settings.
Supply: a mix of products and services that come together to meet the needs of a tourist.
Demand: places where tourist travel to in order to experience particular features or experiences.
The nature and role of destinations
The destination sits at the core of the wider tourism system in that it represents an amalgam of
tourism products that collectively offer a destination ‘experience’ to visitors. For many consumers
(day visitors or tourists), particularly in leisure tourism, the destination is the principal motivating
factor behind the consumer’s decision and expectations.
With respect to arriving at a definition of a destination, it is necessary to introduce both supply- and
demand-side perspectives. So, while supply-side definitions identify the destination as ‘a well-defined
geographical area which is understood by its visitors as a unique entity, with a political and legislative
framework for tourism marketing and planning’, demand-side definitions define destinations as
‘places towards which people travel and where they choose to stay for a while in order to experience
certain features or characteristics’. In reality, whether one views the destination as a ‘tourist place’, a
‘tourism product’ or a ‘system of products’ very much depends on the purpose of defining it and the
perceptions of the stakeholders either directly and/or indirectly involved with its management.
Destination types
There are many types of destinations that can be identified but the most basic classification is
threefold:
Coastal destinations, epitomised in the ever popular seaside resort that has undergone many
changes since its modern-day emergence in the mid-eighteenth century with advocacy of
inland spas and sea bathing for health cures.
Urban destinations in that major cities have been cultural attractions from ancient times
onwards and some, such as Venice, which was popularised in the period of the Grand Tour
by Europe’s aristocracy, have continued as tourist cities long after their commercial function
has diminished.
Rural destinations that range from the ordinary countryside to national parks, wilderness
areas, mountains and lakes.
It follows from the discussion so far that the key features of a tourist destination are:
Logical geographical unit recognised by visitors
Contains visitor attractions
Access or possible provision of access
Internal transport network
Tourist infrastructure and superstructure are present or can be developed
Administratively possible to plan and manage
, Destination policy, planning and development
In its broadest sense, tourism policy allows tourism to interface with other industrial sectors within
the wider economy and link more effectively into other more general strategies such as national and
regional economic strategies, spatial strategies and integrated national and regional strategies.
Destination management, on the other hand, represents a more micro activity in ‘which all the many
resident and industry stakeholders carry out their individual and organisational responsibilities on a
daily basis in efforts to realize the macro-level vision contained in policy, planning and development’.
Destination competitiveness
Destinations are managed within a broader context of ‘competitiveness’ and ‘stewardship’ which
relate to the deployment of ‘management’ resources to both develop and enhance the destination
and at the same time protect and conserve its core resources respectively. Hence, the
competitiveness of a destination refers to its ability to compete effectively and profitably in the
marketplace, while the successful management of a destination involves a balance between
traditional economic and business management skills with an increasing need for sensitive
environmental management capabilities.
In order to remain competitive, destinations need to be aware of both demand and supply factors.
The tourism system is open in that it is subject to many (micro) influences and pressures arising from
the system itself. In reality, all destinations, irrespective of size, location and market, need to adapt
continually, not simply because they need to modernise but because they need to retain and build on
their overall competitiveness over other destinations.
Destination trends
The challenges facing destinations are significant, with a whole host of issues that impact on their
management and marketing. Both the macro and micro environments are in a constant state of
change and evolution and, as such, those managing destinations are encouraged to migrate from
their traditional ‘inward looking’ nature and recognise more fully the true magnitude of events and
their impact on how destinations are to be managed in the future.
King raises the scenario of the traditional distribution channels being increasingly bypassed in the
future with more direct contact between the consumer and the supplier taking place. He also
suggests that a reduction in booking lead times is likely to occur, as is a steady downturn in the
demand for mass tourism products, leading to a greater pressure for the destination to deliver
satisfaction and meet expectations of an increasingly independent tourist. King is very critical of
many existing destination management organisations (DMO’s), in that the majority remain focused
on ‘what the destination has to offer’ and continue to use ‘mass marketing techniques more suited to
the passive costumer’. He develops this theme by alluding to the fact that the customer is now very
much an active partner, or co-creator, in the marketing process. For destinations to be a success,
marketers will need to engage the customer as never before, as well as to be able to provide them
with the types of information and experience they are increasingly demanding.
King advances a number of so-called ‘new realities’ for destination marketeers. These include the
need for even greater emphasis on a strong brand image, with clearly identified and projected brand
values that resonate with key target segments.
The 15 Cs framework
In recognition of the dynamic context within which destinations are being managed now, and are to
be managed in the future, Fyall propose a framework which provides a ‘route map’ for professionals
and researchers working in the field. Although in a developmental phase, and in no way intended to
