Factors Influencing Visitor's Choices of Urban Destinations in North ...

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Also, the model seems to completely neglect the demand side of competitivenessdestination. The model discussed below addresses this shortcoming.The Crouch-Ritchie model does not have a separate category for shopping, and fails torecognize shopping as a major attraction that substantially influences visitor flows to adestination.“Destination Competitiveness: Development of a Model with Application toAustralia and the Republic of South Korea”Dwyer and Kim (2001) evaluate Australia and Korea in terms of destinationcompetitiveness is based on the model developed by Ritchie and Crouch (1999 and 2000)with some modifications. This approach allows a direct comparison of the two countieswith each other and facilitates an understanding of the set of factors that influence touriststo visit these countries.The model includes the following eight categories:1. Inherited (Endowed) Resources include Natural Resources (i.e. comfortable climatefor tourists, cleanliness/sanitation of a place, natural wonders, national parks, floraand fauna) and Culture and Heritage (i.e. variety of cuisine, history, customs,architectural features, and artwork).2. Created Resources incorporates Tourism infrastructure (i.e. accommodation facilities,food, fast food outlets, travel agents), Special Events, Range of Available Activities(i.e. mix of activities within a destination), Entertainment (i.e. theatre and filmfestival) and Shopping 25 (i.e. opportunity to shop for duty free items, opportunity toshop at an exotic location). Shopping is particularly important for Asian tourists.3. Supporting Factors and Resources provide a foundation for successful tourism.These factors are general infrastructure (i.e. road network, airports, train system,sanitation, health care facilities), quality of service, accessibility of destination,hospitality towards tourists, market ties (i.e. tourism to Monaco is dependent ontourism numbers to French and Italian Riviera).4. Destination Management is related to factors that enhance the appeal of the coreresources and attractors. The paper primarily relies on the definition and perspectiveprovided by Ritchie and Crouch (1999). “A destination that has a tourism vision,shares this vision among all stakeholders, understands both its strengths and itsweaknesses, develops an appropriate marketing strategy and implements itsuccessfully may be more competitive than one which has never examined the rolethat tourism is expected to play in its economic and social development 26 ”. The paperstresses five different types of destination management: destination marketingmanagement; destination policy; planning and development; destination managementorganization; human resource development; and environmental management.5. Situational Conditions represent matters that moderate, mitigate, or modify thedestination competitiveness by filtering the impact of other groups of factors. Theseconditions include destination location (i.e. proximity to other destinations, travel25 According to Singapore Tourism Board 2000, over 50% of visitor expenditures in Singapore is onshopping items.26 Dwyer and Kim (2001).47
time from major origin markets), competitive microenvironment, global macroenvironment, security and safety, and price competitiveness.6. Demand Conditions. This paper emphasizes the importance of demand conditions.The destination may be competitive to one group of tourists, but not to another. Theauthors suggest that it is domestic tourism that triggers the nature and structure of anation’s tourism industry. Once domestic demand is established, foreign demandstarts to develop. In addition, the paper provides some discussion as to the differencebetween pull and push factors that motivate tourists to travel. “Pull” factors can beregarded as destination attributes that fulfill visitor travel motives. “Push” factors areforces that arise from individuals and from individuals’ social context. “Push” factorsare real motives for people to determine a destination’s competitiveness and to maketheir decision to travel. Demand conditions are a reflection of push factors. Theseinclude tourist preferences, international awareness of destination, overall destinationimage and international awareness of the destination’s specific product offerings.7. Objective Performance Indicators of Destination Competitiveness. The purpose ofthese indicators is to measure the destination competitiveness. First of all,performance can be measured statistically by using visitor statistics (number ofvisitors and their expenditures). Secondly, contribution of domestic and foreigntourism to an economy can be estimated by looking at the contribution of tourism tovalue added, employment, and the productivity of tourism industry sectors. Thirdly, itis important to know the amount of investment in the tourism sector; also pricecompetitiveness indexes, the extent of government support, and financial incentivesfor tourism.8. Indicators of Economic Prosperity are aggregate level of employment, rate ofeconomic growth, and per capita income.Relevance to Our ResearchThis research attempts a very broad collection of factors that affect the relativecompetitiveness of destinations. They acknowledge the complexity of the dynamics oftourism attraction and attempt to provide a guide to begin to measure this process.Although this complexity goes beyond the scope of our project, there are severalelements of these models that will help guide our classification of attractions.Dwyer and Kim’s latest model allows for the interaction of different components, andGlobal Insight believes some indication of the complementarity of city attractions will beimportant to our classification. Additionally, Dwyer and Kim indicate the importance ofshopping as an important part of tourist attractors. Their emphasis on infrastructureattests to the importance of the ease with which tourists are able to access the attractionsthey want to visit.Urban Tourism Marketing LiteratureUrban Tourism Marketing Literature provides a discussion of marketing strategiesundertaken by urban authorities and tourism marketers. Essentially, the idea behindmarketing is to make a tourist model—which was discussed in the previous section—attract more tourists and generate more revenue to the local economy. “A destination thathas a tourism vision, shares this vision among all stakeholders, understands both its48
Page 2 and 3: Table of ContentsI. EXECUTIVE SUMMA
Page 4 and 5: I. Executive SummaryHighlightsThe r
Page 6 and 7: Next StepsThis project has surfaced
Page 8 and 9: IV.coefficients from these models p
Page 10 and 11: series, simple autoregressive and
Page 12 and 13: Arts & Culture Museums Historymuseu
Page 14 and 15: The tourist visitations data was al
Page 16 and 17: Hotel Room Count and Hotel Property
Page 18 and 19: Table 9: Michelin’s RatingsRating
Page 20 and 21: value below one suggests that the s
Page 22 and 23: Table 13: Individual Attractions Th
Page 24 and 25: Table 16: Significant Results 14Equ
Page 26 and 27: The adjusted R 2 for this model is
Page 28 and 29: • On average across all cities, b
Page 30 and 31: Model 5C 17 : In Model 5C, the numb
Page 32 and 33: The model overpredicts the number o
Page 34 and 35: Attraction Elasticities for Ottawa
Page 36 and 37: Table 22: Marketing Budget Elastici
Page 38 and 39: VII.Technical AppendixA. Attraction
Page 40 and 41: • Metropolitan Opera House in New
Page 42 and 43: Model 3: Three-Star Quality-Rated A
Page 44 and 45: Model 5B: Three-Star Quality-Rated
Page 46 and 47: 3. The cognitive perspective involv
Page 48 and 49: also found that almost half of the
Page 52 and 53: strengths and its weaknesses, devel
Page 54 and 55: Items from QuestionnaireTable 23: M
Page 56 and 57: Tourism Demand/Econometric Modellin
Page 58 and 59: Table 25: Types of Explanatory Vari
Page 60 and 61: Results: Lim and McAleer found that
Page 62 and 63: Richards, Greg. (2002). “Tourism
Page 64 and 65: Figure 4: Overseas Visitors to U.S.
Page 66 and 67: Figure 6: Cities Person-Trips Volum

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