A model of destination competitiveness/sustainability: Brazilian perspectives

Abstract

Su m m a ry : 1. Introduction; 2. Model of destination competitiveness/sustainability; 3. An overview of components of the model. Sumário: 1. Introdução; 2. Modelo de competitividade/sustentabilidade do destino turístico; 3. Panorama dos componentes do modelo. K e y w o r d S :competitiveness; sustainability; policy; destination management organization management.PalavraS-chave: competitividade; sustentabilidade; política; gestão da organização de administração de destino turístico. This paper reviews the understanding I have gained from several years of research, and from several more years of ongoing discussions with industry leaders regarding the nature of competitiveness among tourism destinations. This understanding has been captured, in summary form, in the model of Destination Competitiveness/Sustainability (Ritchie and Crouch, 2003). This model contains seven (7) components which we have found to play a major role, from a policy perspective, in determining the competitiveness/sustainability of a tourism destination. In addition to the valuable understanding which these seven components provide from a policy perspective, the specific elements of each the major components provide a more useful/practical guidance to those who are responsible for the ongoing management of a DMO (Destination Management Organization). With this overview in mind, this paper will provide a detailed review and explanation of the model that I have developed with Based on previous presentations throughout the world, it has proven very helpful to both academics and practitioners who seek to understand the complex nature of tourism destination competitiveness/sustainability. Um modelo de competitividade/sustentabilidade de destinos: perspectivas brasileirasEste artigo faz uma revisão do que aprendi em vários anos de pesquisa e de discussões com líderes da indústria sobre a natureza da competitividade entre destinos turísti-cos. Esse entendimento foi capturado, em forma de resumo, no modelo de destino competitividade/sustentabilidade (Ritchie e Crouch, 2003). Este modelo contém sete componentes que encontramos tendo um papel importante, a partir de uma perspectiva política, na determinação da competitividade/sustentabilidade de um destino turístico. Além do valioso insight desses sete componentes a partir de uma perspectiva política, os elementos específicos de cada componente fornecem uma orientação mais útil e prática para os que são responsáveis pela gestão permanente de uma organização de administração de destino turístico (DMO, em inglês). Com essa visão em mente, este artigo fará uma revisão e uma explicação detalhada do modelo que desenvolvi com o meu colega, o dr. Geoffrey I. Crouch de Latrobe University, em Melbourne, na Austrália. Com base em apresentações anteriores em todo o mundo, tem-se revelado muito útil tanto para acadêmicos quanto para profissionais que procuram compreender a natureza complexa da competitividade/sustentabilidade do destino turístico.

Rural Tourism Destination Competitiveness of Kubah National Park in Sarawak: Tourists’ Perspective

“…The constructs of this study which are the four main variables have been examined and are well publicised over recent years. Unsurprisingly, based on the results, natural resources, range of activities and accessibility significantly influence destination competitiveness and the results of this study is in line with past studies (e.g., Kozak, 1999;Hallmann, Müller & Feiler, 2014;Ritchie & Crouch, 2010).…”

“…The next variable, accessibility of destination also significantly influence destination competitiveness (t=4.289). The result is supported by past studies (e.g., Al-Ababneh, 2013;Ali & Howaidee, 2012;Kozak et al, 2009;Ritchie & Crouch, 2010).The ease of gaining transportation access into and around a destination is found to be an important determinant attribute as well. Where accessibility is difficult (whether it is due to lengthy travel times, high costs, entry barriers and formalities, unpleasant travel connections or schedules) it can decrease willingness of tourists visit the place (Ritchie & Crouch, 2010).…”

Tourism sector competitiveness in Portugal: applying Porter's Diamond

“…Dwyer and Kim (2003) maintain the competitiveness of a tourism destination stems from its ability to provide tourists with goods and services at a better standard than its competitors. Ritchie and Crouch (2010) define tourism competitiveness as the capacity to boost expenditure on tourism, attracting rising visitor numbers, providing them with satisfaction and memorable experiences and all the while doing so in a profitable manner that simultaneously reinforces the wellbeing of both residents and the destination thus preserving its natural capital for future generations. The competitiveness of a tourism system consequently derives from the respective competitiveness of its constituent companies.…”

“…The growing interest in tourism destination competitiveness reflects in the proliferation of the literature on this field (Vila, Darcy & Elisa, 2015). Many of these research projects set out with the objective of identifying the competitiveness of specific destinations, including the United States of America (Ahmed & Krohn 1990), Las Vegas (Chon & Mayer, 1995), European cities (Mazanec, 1995), Southeast Asia (Pearce, 1997), Sun/Lost City in South Africa (Botha, Crompton & Kim, 1999), Southern Australia (Faulkner, Opperman & Fredline, 1999), a United States casino resort (D'Hauteserre, 2000), cultural tourism in Toronto (Carmichael, 2002), Mediterranean resorts (Papatheodorou, 2002), Australia (Dwyer et al, 2004), South Korea and Australia , Spain and Turkey (Kozak 2003), a ski resort in Canada (Hudson, Ritchie & Timur, 2004), Asia-Pacific (Enright & Newton 2005), Slovenia , the Caribbean (ECLAC, 2009), Brazil (Ritchie & Crouch, 2010) and Portugal (Estevão & Ferreira, 2014, Estevão & Ferreira, 2015.…”

Food as a tourism competitiveness factor of Jablanica District in Serbia

“…In order to adapt to dynamic market conditions, countries base their development on tourism, thereby they are permanently focused on competitiveness improvement of their tourist destinations. The key issue becomes: how destination develops, maintains and improves its competitiveness in the face of constantly growing international competition (Dwyer, Kim, 2003;Crouch, 2010;. There is a large number of attributes and factors that affect tourism destinations competitiveness, and that set competitiveness as a primary issue.…”