"Networking within tourism destinations hinders innovation and freedom of choice." Critically discuss this statement
- A destination
- Innovation in tourism
- Freedom of choice
- Tourism destinations do not hinder innovation and freedom of choice
- The attractions
- The access
- Amenities and ancillary services
- The local people
- Networking within tourism destinations
- What is a network
- Potential problems against innovation and freedom of choice of tourism networking
- Potential benefits against innovation and freedom of choice of tourism networking
Tourism, like so many modern industries, is essentially an assembly process. In few situations does one organisation or company control all the components, or all the stages and decision-making processes in the creation and delivery of the tourism product.
That is why in most industrial sectors and particularly in the tourism industry, it has become commonplace for organisations to collaborate in order to achieve the goals they have established for themselves.
“A key reason for the growing interest in collaboration in tourism is the belief that organizations and destination areas may be able to gain competitive advantage by bringing together and sharing their combined knowledge, expertise, capital and other resources” (Kotler et al., 1999b).
Does networking within tourism destinations hinder innovation and freedom of choice?
First it is necessary to define the key words in the question above, the key words being, tourism destinations, innovation and freedom of choice. Before talking about tourism networking, I will show that tourism destinations do not hinder innovation and freedom of choice. Finally I will present my research on networking in tourism, based on the fact that it is essential for a tourism destination in particular for SME’s. I will also discuss the idea that it hinders innovation and freedom of choice by comparing the potential problems and benefits of networking.
[...] The need to develop consensus and the need to disclose new ideas in advance, might discourage entrepreneurial development and by the way innovation. The vested interests and established practices of the multiple stakeholders involved in collaborative working may block innovation. C. Potential benefits against innovation and freedom of choice of tourism networking In my introduction, the quotation of Kotler perfectly reflects the benefits which actors can gain, thanks to the network. These benefits are large. The best way to prove that networking within tourism destinations allow for innovations and freedom of choice is by showing the reverse of the disadvantages quoted beforehand. [...]
[...] Tourism destinations do not hinder innovation and freedom of choice Before targeting my research on networking within tourism destinations and discussing the fact that it hinders innovation and freedom of choice, it seems important to show as a prerequisite that tourism destinations don’t hinder innovation and freedom of choice. In order to prove this affirmation, I will rest on the definition of Copper et al (1993) who defined a destination as 4”A’s”. To complete this definition, I will add the community. [...]
[...] In this way, it is not justified to believe that networking within tourism destinations hinder innovation and freedom of choice. To conclude, all the actors of a tourist destination are concerned with innovation. In order to handle the increase in competition in the tourist sector and accommodate the growing demand for a quality experience by the tourist, the actors have collaborated with one another to create a comprehensive network system. This has allowed SME’s, who are the majority in the tourism sector, to correspond with each other in order to alleviate the constant waiting of the tourists, thus creating the conditions necessary to be highly competitive. [...]
«Definition. A destination. Innovation in tourism. Freedom of choice. Tourism destinations do not hinder innovation and freedom of choice. The attractions. The access. Amenities and ancillary services. The local people. Networking within tourism destinations. What is a network. Potential problems...»
«Tourism, like many modern industries of today, is essentially an assembly process. Very rarely does one organization or company control all the components, or all the stages of decision-making with respect to the creation and delivery of the tourism product. Consequently, in most industrial...»
«History of the Company.. Strategic Evolution.. Mission/Major Goals of the Bank.. SWOT Analysis.. CEO Capability Analysis.. The Industry Environment.. Macroenvironmental Analysis.. Identification of Strategic Groups.. Industry Structure for Bank of America.. Industry Dynamism.. Life Cycle...»
«Background Information History of the Company Bank of America is one of the oldest and largest banks in the United States. With its home office in Charlotte, North Carolina, Bank of America is the third-largest commercial bank in terms of assets. Additionally, the bank originated under the Bank...»
«Methodology. Interpretation. Scope. Theories and models. Answers on the questions. Comparison business models. External analysis. Economic and financial issues. Conclusion.»
«Interpretation: This process will provide performance information, assessment of the organization's strengths and weaknesses, performance goals that will stimulate activities for better performance, and then recommendation for improvements that will lead to effectiveness. Scope: According to...»