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Organizational Structure of Tourism

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Organizational Structure of Tourism
Organizational Structure of
Tourism
• National Tourism Organization
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State tourism secretariat
Government agency within larger department
Quasi-public tourism agency
Private industry model
NTO’s Mission
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Increase employment
Stimulate investment
Improve standard of living
Maximize foreign exchange
Promote sustainable tourism development
Preserve natural areas through tourism
Protect and preserve cultural heritage
Develop social impact assessment models
Maximize social benefits through increased
tourism
Government Role in
Development
• Active
– Own businesses
– Tax incentive
– Other legislation
• Passive
– Indirect through legislation passed for another
purpose
– Land management practices
Regionalization
• Combines resources for more effective
development
• Increase marketing effectiveness
(Mississippi Valley Partners)
• Establish and Identity and Image
• Bring public and private interests together
Types of Regional Organizations
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Public
Private
Quasi public
Product specific
Multi-state or Multi-city
Funding
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Room Tax
Membership dues
Attraction taxes
Food and Drink
Entertainment (gambling)
Special use (sporting goods)
Airline (departure, visa)
Gas taxes
Community Level
• CVB
• Chamber
• DMO
Reasons for Community
Organization
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Accepting Change
Resource Analysis
Community Awareness
Industrial Legitimacy
Opportunity Recognition
Cooperation, Communication and
Compromise
What should a community
organization do?
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Budget and Finance
Communication
Education and Training
Research and Data Collection
Promotion
DMO Outputs
• Inventory Analysis
• Visitor Profiles
• Establish Use zones
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Delineate distinctive features
Plot critical zones
Establish use objectives
Formulate an Action Plan
Initiate Limits of Acceptable Change Process
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