keynote speaker: dr. j.r. brent ritchie · april 23, 2010 b. ritchie tourism competitiveness &...
TRANSCRIPT
April 23, 2010
Monieson Centre’s 2010 Knowledge Impact in Society’s Showcase
Queen’s UniversityApril 23, 2010
KEYNOTE SPEAKER:
Dr. J.R. Brent RITCHIEChair, World Tourism Education & Research Centre
University of CalgaryCalgary, Alberta, CANADA
orld Tourism Educationand Research
Centre
Tourism Competitiveness& Sustainability:
Factors to Consider in Developing a Strategyfor Rural Communities in Eastern Ontario
April 23, 2010 Slide 2 of 53 B. RitchieTourism Competitiveness & Sustainability
Opening Remarks
• Before proceeding, I wish to express my sincere appreciation to:
• Dr. Yolande ChanDirector, The Monieson Centre
• Jeff DixonProject Coordinator, The Monieson Centre
• It is indeed an honour to be invited as Keynote Speaker to the 2010 KIS Showcase
March 3-4, 2010 Slide 3 of 53 B. RitchieTourism Competitiveness & Sustainability
THE GOAL OF TOURISM POLICYMERGING THE RESIDENTS DESTINATION VISION
and THE EXPERIENCE NEEDS OF VISITORS
DESTINATION
RESIDENTS
COMPETITIVENESS/SUSTAINABILITY
-PHILOSOPHY
-VISIONDimensions
-BRANDDimensions
-DEVELOPMENTDimensions
•Social
•Spiritual
•Special Events
•Participatory
•Attractions
•Nature-Based
•Understandthe-World
•Adventure
V
I
S
I
T
O
R
S
SOURCE: Ritchie & Crouch (2003) SOURCE: Aho (2001) and Ritchie & Crouch (2003)
Some General Observationson
The Future of
Eastern Ontarioas a
Competitive Tourism Destinationin the
Sustainable World of Tourism
April 23, 2010 Slide 5 of 53 B. RitchieTourism Competitiveness & Sustainability
AlthoughEastern Ontario is well-
known as a major economic power—it is less well-known
as a tourism destination
April 23, 2010 Slide 6 of 53 B. RitchieTourism Competitiveness & Sustainability
Eastern Ontariocould reflect upon the competitiveness of its
current and a more well defined
BRANDApril 23, 2010 Slide 7 of 53 B. Ritchie
Tourism Competitiveness & Sustainability
To whom is“COMFORT COUNTRY”
intended to appeal?
April 23, 2010 Slide 8 of 53 B. RitchieTourism Competitiveness & Sustainability
What other destinations is “COMFORT COUNTRY”
competing with?
April 23, 2010 Slide 9 of 53 B. RitchieTourism Competitiveness & Sustainability
This region is certainly more than a Rural Agricultural Area
In your view, (outside of Ottawa, the capital city) what else in Eastern Ontario would attract visitors from all around the world?
April 23, 2010 Slide 10 of 53 B. RitchieTourism Competitiveness & Sustainability
As announcedthe title of my Presentation is
The Competitive Destination:A Sustainable Tourism Perspective
April 23, 2010 Slide 11 of 53 B. RitchieTourism Competitiveness & Sustainability
Those wishing to further examine the contents of my presentation are referred to:
1) the book of the same title published by CABI in 2003 by Ritchie & Crouch
2) the chapter entitled: “Destination Competitiveness” in Dwyer’s International Handbook of the Economicsof Tourism (2006)
April 23, 2010 Slide 12 of 53 B. RitchieTourism Competitiveness & Sustainability
The TourismPhenomenon in Eastern Ontario
SOURCE:Goeldner & Ritchie (2006)TOURISM: Principles, Practices, Philosophies
April 23, 2010 Slide 13 of 53 B. RitchieTourism Competitiveness & Sustainability
April 23, 2010 B. RitchieTourism Competitiveness & Sustainability
Slide 14 of 53
Destination Competitiveness and the Tourism Experience
• The tourist, who is at the centre of all we do as tourism managers, is faced with the choice of selecting from among many possible touristic experiences
• Each of which revolve around the choice of some destination, or combination of destinations
• As the customer–the tourist–must travel to some location to ‘consume’ such experiences
Understanding the Tourism Experience
• The location or destination therefore represents the principal product unit in the tourism industry
• Tourists primarily make choices between destinations—or more accurately, overall destination experiences
• And secondarily, between individual product/ experience components within the destination
April 23, 2010 Slide 15 of 53 B. RitchieTourism Competitiveness & Sustainability
Competition• Competition between destinations
plays a critical role in shaping the global tourism industry
• Some destinations attract many more visitors than others
Consequently,• The spatial pattern of tourism
is far from uniformApril 23, 2010 Slide 16 of 53 B. Ritchie
Tourism Competitiveness & Sustainability
Competition• What can tourist destinations do to compete?
• How can they pursue tourism development strategies that enable them to achieve success with respect to their economic, social, and environmental goals?
• These are important questions for any tourism destination today!
April 23, 2010 Slide 17 of 53 B. RitchieTourism Competitiveness & Sustainability
Tourism: An Increasingly Competitive Industry• This increased competition is evident
in a number of indicators• The number of destinations that tourists
choose to visit• The growing number of destinations• The increasing ‘niche’ specialization
of tourism destinations
April 23, 2010 Slide 18 of 53 B. RitchieTourism Competitiveness & Sustainability
Destination Competitiveness
• Some destinations appear to be coping with this increased competition quite well
• But others are struggling
• The world’s traditional destinations have awakened to the reality that their share of the tourism market is declining
April 23, 2010 Slide 19 of 53 B. RitchieTourism Competitiveness & Sustainability
Destination Competitiveness• This reality has been cushioned by the
fact that tourism for individual destinations is still growing strongly, but more slowly than the international average
• In response to these changes, many destinations are seeking solutions to the question of how to become or remain competitive
April 23, 2010 Slide 20 of 53 B. RitchieTourism Competitiveness & Sustainability
Destination Competitiveness• In doing so, many questions often arise
– How important are convention facilities– Should the airport be expanded– Would construction of an “icon” help to enhance the image
of the destination– Would it be better to concentrate resources on promotion
of the destination– Should a hotel room tax be introduced to fund increased
destination marketing– Should more municipal government revenues be spent on
developing or improving visitor friendly infrastructures/services
– Are residents sufficiently visitor friendly– Would the hosting of a special event help– Would efforts to reduce crime have much impact given the
media hysteria over isolated events– And so on…
April 23, 2010 Slide 21 of 53 B. RitchieTourism Competitiveness & Sustainability
• The book, referred to above, and several supporting articles, were the result of an extensive 5-year research project in which we interviewed:– The heads of National Tourism Organizations (NTOs)– The CEOs of members of the International
Association of Convention & Visitor Bureaus (IACVB)
• Our goal was to identify the factors that they believe determine the competitiveness of a tourism destination
April 23, 2010 Slide 22 of 53 B. RitchieTourism Competitiveness & Sustainability
• The results of our research are summarized in the following model
• While any model is a simplification of reality, we believe the model captures the essence of destination competitiveness
April 23, 2010 Slide 23 of 53 B. RitchieTourism Competitiveness & Sustainability
Research Underlying our Model of Destination CompetitivenessOver a five-year period personal and telephone interviews with:
• CEOs of National Tourism Organizations (NTOs)
• CEOs of members of the International Assoc. of Convention & Visitors Bureaus (IACVB) (the heads of tourism of major “city states” involved in tourism)
• Major purpose was to obtain their views on the factors that determine destination competitiveness
April 23, 2010 B. RitchieTourism Competitiveness & Sustainability
Slide 24 of 53
What is Competitiveness?
Comparative Advantages(Resource Endowments)
versus
Competitive Advantages(Resource Deployment)
April 23, 2010 Slide 25 of 53 B. RitchieTourism Competitiveness & Sustainability
CO
MP
ET
ITIV
E (M
ICR
O) E
NV
IRO
NM
EN
TG
LO
BA
L (M
AC
RO
) EN
VIR
ON
ME
NT
DESTINATION POLICY, PLANNING & DEVELOPMENT
Philosophy/ Values Vision Audit
Positioning/Branding
SystemDefinition Development
Monitoring &Evaluation
Competitive/Collaborative
Analysis
Awareness/Image
QUALIFYING & AMPLIFYING DETERMINANTS
Location InterdependenciesSafety/Security Cost/Value Carrying Capacity
Hospitality
SUPPORTING FACTORS & RESOURCESInfrastructure Accessibility Facilitating Resources Enterprise Political Will
ComparativeAdvantages
(resourceendowments)
* Human resources
* Physical resources
* Knowledge resources
* Capital resources
* Infrastructure and tourismsuperstructure
* Historical andcultural resources
* Size of economy
CompetitiveAdvantages
(resourcedeployment)
* Audit & inventory
* Maintenance
* Growth and development
* Efficiency
* Effectiveness
Information/Research
VisitorManagement
Finance&
VentureCapital
Qualityof
Service/Experience
CrisisManagement
Entertainment
CORE RESOURCES & ATTRACTORSPhysiographyand Climate Culture & History Market TiesMix of Activities Special Events Superstructure
DESTINATION MANAGEMENT
Organization Marketing ResourceStewardship
HumanResource
Management
The Model: An overview
April 23, 2010 Slide 26 of 53 B. RitchieTourism Competitiveness & Sustainability
DCS Model – © RITCHIE & CROUCH, 2003
ComparativeAdvantages(resource endowments)
The competitive strengths which are primarily due to the resource endowments which have been accorded by nature as well as the historical and economic evolution/ development of the destination
April 23, 2010 Slide 27 of 53 B. RitchieTourism Competitiveness & Sustainability
CompetitiveAdvantages(resource deployment)
The competitive advantages which are primarily due to the skill, efficiency, & effectiveness with which existing resources are being utilized by those responsible for destination policy, strategy & management
April 23, 2010 Slide 28 of 53 B. RitchieTourism Competitiveness & Sustainability
GL
OB
AL
(MA
CR
O) E
NV
IRO
NM
EN
T
DESTINATION POLICY, PLANNING & DEVELOPMENT
QUALIFYING & AMPLIFYING DETERMINANTS
SUPPORTING FACTORS & RESOURCES
CORE RESOURCES & ATTRACTORS
DESTINATION MANAGEMENT
April 23, 2010 Slide 29 of 53 B. RitchieTourism Competitiveness & Sustainability
DCS Model – © RITCHIE & CROUCH, 2003
Global (Macro) Environment
Those factors in the global, economic, political, technological, cultural, and social environment over which the destination has little or no control, but which influence the competitiveness and well-being of the destination in a significant way
April 23, 2010 Slide 30 of 53 B. RitchieTourism Competitiveness & Sustainability
CO
MP
ET
ITIV
E (M
ICR
O) E
NV
IRO
NM
EN
T
DESTINATION POLICY, PLANNING & DEVELOPMENT
DCSModel-colour(v12).ppt – © RITCHIE & CROUCH, FEB 2003
QUALIFYING & AMPLIFYING DETERMINANTS
SUPPORTING FACTORS & RESOURCES
CORE RESOURCES & ATTRACTORS
DESTINATION MANAGEMENT
April 23, 2010 Slide 31 of 53 B. RitchieTourism Competitiveness & Sustainability
Competitive (Micro) Environment
Those behaviours of the present or potential visitor market, and collaborating and competing firms, which must be identified and understood, and adapted to, if the destination is to offer the critical mass of experiences that will attract a sufficient number of appropriate visitors so as to make the destination profitable and ensure the well-being of its residents
April 23, 2010 Slide 32 of 53 B. RitchieTourism Competitiveness & Sustainability
DCSModel-colour(v12).ppt – © RITCHIE & CROUCH, FEB 2003
Awareness/Image
QUALIFYING & AMPLIFYING DETERMINANTS
Location InterdependenciesSafety/Security Cost/Value Carrying Capacity
April 23, 2010 Slide 33 of 53 B. RitchieTourism Competitiveness & Sustainability
DCSModel-colour(v12).ppt – © RITCHIE & CROUCH, FEB 2003
CORE RESOURCES & ATTRACTORSPhysiographyand Climate Culture & History Mix of Activities Special Events Entertainment Market TiesSuperstructure
April 23, 2010 Slide 34 of 53 B. RitchieTourism Competitiveness & Sustainability
SUPPORTING FACTORS & RESOURCES
HospitalityInfrastructure Accessibility Facilitating Resources Enterprise Political Will
April 23, 2010 Slide 35 of 53 B. RitchieTourism Competitiveness & Sustainability
DCS Model – © RITCHIE & CROUCH, 2003
DESTINATION POLICY, PLANNING & DEVELOPMENT
Philosophy/ Values Vision AuditPositioning/
BrandingSystem
Definition DevelopmentMonitoring &Evaluation
Competitive/Collaborative
Analysis
April 23, 2010 Slide 36 of 53 B. RitchieTourism Competitiveness & Sustainability
DCS Model – © RITCHIE & CROUCH, 2003
D E S T I N A T I O N M A N A G E M E N T
ResourceStewardship
MarketingOrganization Information/Research
VisitorManagement
HumanResource
Development
Finance&
VentureCapital
Qualityof
Service/Experience
CrisisManagement
April 23, 2010 Slide 37 of 53 B. RitchieTourism Competitiveness & Sustainability
DCS Model – © RITCHIE & CROUCH, 2003
CO
MP
ET
ITIV
E (M
ICR
O) E
NV
IRO
NM
EN
TG
LO
BA
L (M
AC
RO
) EN
VIR
ON
ME
NT
DESTINATION POLICY, PLANNING & DEVELOPMENT
Philosophy/ Values Vision Audit
Positioning/Branding
SystemDefinition Development
Monitoring &Evaluation
Competitive/Collaborative
Analysis
Awareness/Image
QUALIFYING & AMPLIFYING DETERMINANTS
Location InterdependenciesSafety/Security Cost/Value Carrying Capacity
Hospitality
SUPPORTING FACTORS & RESOURCESInfrastructure Accessibility Facilitating Resources Enterprise Political Will
ComparativeAdvantages
(resourceendowments)
* Human resources
* Physical resources
* Knowledge resources
* Capital resources
* Infrastructure and tourismsuperstructure
* Historical andcultural resources
* Size of economy
CompetitiveAdvantages
(resourcedeployment)
* Audit & inventory
* Maintenance
* Growth and development
* Efficiency
* Effectiveness
Information/Research
VisitorManagement
Finance&
VentureCapital
Qualityof
Service/Experience
CrisisManagement
Entertainment
CORE RESOURCES & ATTRACTORSPhysiographyand Climate Culture & History Market TiesMix of Activities Special Events Superstructure
DESTINATION MANAGEMENT
Organization Marketing ResourceStewardship
HumanResource
Management
April 23, 2010 Slide 38 of 53 B. RitchieTourism Competitiveness & Sustainability
DCS Model – © RITCHIE & CROUCH, 2003
The Model: An overview
MUST KEEP IN MIND
THAT NO DESTINATION
CAN HOPE TO BE COMPETITIVE
FOR ALL TYPES OF TOURISM
April 23, 2010 Slide 39 of 53 B. RitchieTourism Competitiveness & Sustainability
THEREFORE,
IS IT CRITICAL THAT DESTINATIONS REALIZE THAT THEY CAN ONLY
BE TRULY COMPETITIVE FOR SPECIFIC MARKET SEGMENTS
OF TOURISM
April 23, 2010 Slide 40 of 53 B. RitchieTourism Competitiveness & Sustainability
AS SUCH,
OUR MODEL OF DESTINATION COMPETITIVENESS, WHILE
INTERESTING IN OVERALL TERMS, SHOULD, IN PRACTICE, BE
APPLIED TO SPECIFIC MARKET SEGMENTS OF TOURISTS
April 23, 2010 Slide 41 of 53 B. RitchieTourism Competitiveness & Sustainability
Now… Let’s review how my model might apply to
Eastern Ontario…
April 23, 2010 Slide 42 of 53 B. RitchieTourism Competitiveness & Sustainability
FIRST…
•Does Eastern Ontario have any Qualifying/Amplifying Determinants that might limit or enhance its probabilities of success in the tourism market?
April 23, 2010 Slide 43 of 53 B. RitchieTourism Competitiveness & Sustainability
NEXT…•What are Eastern Ontario’sCore Resources & Attractors?
Thousand IslandsImage obtained from: http://en.wikipedia.org/wiki/Eastern_Ontario
April 23, 2010 Slide 44 of 53 B. RitchieTourism Competitiveness & Sustainability
Queen’s Theological HallImage obtained from: http://en.wikipedia.org/wiki/Eastern_Ontario
NEXT…•What are Eastern Ontario’s Supporting Factors and Resources?
April 23, 2010 Slide 45 of 53 B. RitchieTourism Competitiveness & Sustainability
NEXT…
• What might be the Components of an Eastern Ontario
Tourism Policy:System DefinitionPhilosophyVISIONBrandMonitoringAUDIT
April 23, 2010 Slide 46 of 53 B. RitchieTourism Competitiveness & Sustainability
NEXT…How to ensure an effectiveprogram of tourism management for Eastern Ontario:– Organization– Marketing– Quality Service/Experience– Information/Research– Human Resources– Financing– Visitor Management– Stewardship– Crisis Management Map obtained from http://www.ontariotravel.net
April 23, 2010 Slide 47 of 53 B. RitchieTourism Competitiveness & Sustainability
FINALLY…
Don’t forget about
Destination Sustainability
April 23, 2010 B. RitchieTourism Competitiveness & Sustainability
Slide 48 of 53
Destination Sustainability
Competitiveness without sustainability is illusory…
There is no future in realizing short term tourism profit while destroying the destination on which tourism depends
$April 23, 2010 Slide 49 of 53 B. Ritchie
Tourism Competitiveness & Sustainability
• ECOLOGICAL
• ECONOMIC
• SOCIO-CULTURAL
• POLITICAL
Dimensions ofSustainable Tourism
April 23, 2010 Slide 50 of 53 B. RitchieTourism Competitiveness & Sustainability
SUSTAINABILITY
SUSTAINABILITY
SUSTAINABILITY
SUSTAINABILITY
Some Alternative Terminology Related to Sustainable Tourism
SustainableTourism
Alternative tourism
Ecotourism
Environmentally friendlytourism
Minimum impact tourism
Softtourism
Responsible tourism
Source: Swarbrooke (1999) p 14
April 23, 2010 Slide 51 of 53 B. RitchieTourism Competitiveness & Sustainability
The Key Issues in the Sustainable Tourism Debate
Source: Swarbrooke (1999), p 85
Sustainable Tourism
Value judgments and lack of factual evidence
Foreign influence in developing countries
Emphasis on the physical environment
The green tourist
Principle of partnership
Demarketing:-places-times-people
Visitor management
Self-contained resort complexes
Concept of carrying capacity
Power without responsibility
Role of public sector planning
Technocratic thinking
Role of industry
Tourist taxes and fair pricing
The ethics and practicalities of
conservation
Tourist education
Ecotourism
Private versus public transport
Lack of performance indicators
April 23, 2010 Slide 52 of 53
QUESTIONS
COMMENTS
April 23, 2010 Slide 53 of 53 B. RitchieTourism Competitiveness & Sustainability