1. My favorite DMO and destination with the best practice of sustainability and/or resilience
The term ‘resilience’ can be defined in many ways that are determined by its context. The term is defined by Professor Ann Masten as “the capacity of a dynamic system to adapt successfully to challenges that threaten the function, survival, or future development of a system.”
In regard to tourism, “…resilience is the ability of a
destination to "bounce-back" after a shock or stressor such as a
natural disaster.” The COVID-19 pandemic is the latest crisis that has plagued
many nations, environments, and industries. More specifically, the hospitality
industry has seen daunting damages in many of its sectors, especially tourism.
The UNWTO lists one of the benefits of having a DMO as ‘ensuring tourism
sustainability’. One factor of sustainability is social sustainability, meaning
DMOs help ensure “the ability of a community to develop processes and
structures which not only meet the needs of its current members but also
support the ability of future generations to maintain a healthy community."
Amsterdam Marketing, the official DMO for The Netherland’s
capital, Amsterdam. Amsterdam Marketing makes the sustainability and resiliency
of its destination and protection of its local community one of its major
priorities. In 2020, Amsterdam Marketing and its partners produced a brochure
that breaks down one of their post pandemic strategies; ‘Redesigning the
Visitor Economy of Amsterdam’. This strategy illustrates the resilience of the
destination by promoting healthy tourism and local communities through
sustainable visitor by laws. Therefore, it is my favorite DMO with the best
practice of both sustainability and resiliency.
2. The best practice of sustainability and/or resilience
The ‘Redesigning the Visitor Economy of Amsterdam’ is broken
down into seven pillars for a sustainable visitor economy. These pillars are as follows: Consciously create visitors. Steer based on insight. Reward good business practices. Get the neighborhood involved. Manage the night. Make the city centre livable. Redesign public spaces.
Each pillar is accompanied by a list of recommendations and actions that help put enforce them.
3. Why this is the best practice
There are so many reasons that I find this to be the best practice. It has been marketed intelligently by making the brochure that breaks down each pillar, accessible on the DMO’s visitor website.
This practice is precise, organized, intentional, direct, and easy to attain.
I have highlighted some of my favorite pillars below:
Pillar 1
The first pillar makes bold and unapologetic statements that clearly represent the respect that this DMO has for its destination. “It’s the people that make the city. There is no room for visitors that do not respect the city.” The pillar encourages potential visitors to visit with intentions to indulge in their culture, character, and identity. It also refers to the Ministry of Economic Affairs and its revitalization of the conference sector in Amsterdam, making it more sustainable and beneficial for the local economy.
Pillar 4
The fourth pillar encourages the spread of local communities’ involvement in tourism related events as well. They mention a residence card that helps residents stay informed and invited to difference cultural and recreational facilities. This also help contribute to local investments and does not alienate residents for the sole benefits of tourists.
Pillar 7
The last pillar focusses on ‘redesigning public spaces’ by increasing green spaces, making room for pedestrians and bikers, and even managing the times that visitors travel and tour to reduce crowding to keep public areas clean and safe.
4. Benefits and consequences for consumers
DMOs conduct research, both qualitative and quantitative, to
further understand consumers and adequately attract target markets. (Morrison, 2019)
This practice establishes many benefits for the consumer
because, as a visitor in Amsterdam, the encouragement to indulge in the
character and culture of the destination is enhanced. This helps consumers
attain an authentically robust experience like no other. There is no attempt to
create a version of the destination that only pertains to what the DMO has
determined may appeal to a limited type of visitor.
Potential consequences for consumers are minimal. This
practice makes it very clear to future visitors that they are not welcome if
they are not respectful of the destination’s culture and local community. That
respect can be exhibited by adhering to the seven pillars listed on the
brochure. Visitors who are uninterested in the sustainability of local cultures
may feel either excluded or limited in terms of their experience. However, once
again, they are not invited and should, in my opinion, take a raincheck.
5. Benefits and consequences for the destination, tourism industry and the local residents
This practice also poses benefits for the stakeholder’s such
as the residents, the destination, and , the tourism industry.
The Residents
The residents have the most obvious and largest benefit.
These practices ensure that their neighborhoods, public areas, and local
businesses are protected. The residents can benefit from the profits that
fluctuate through their local economy and enhance their local businesses,
roads, schools, and even private organizations.
The Destination
Their public areas will also maintain its natural beauty and
be available for their enjoyment as well. Families won’t have to avoid their
days in the park due to crowding and pollution.
The Industry
DMOs “can demonstrate to the community that it is concerned
about and actively responding to the tourism stakeholders’ needs and
expectations so that it can enhance its credibility and legitimacy in the
community” (Wang, Pizam, 2016, p. 267) This type of mutually beneficial partnership
is healthy because it encourages the ongoing success of both the locals, and
the DMO. Advocating for the well-being of the destination will prolong the life
of the destination and prevent issues that come with the ‘Decline’ stage of a
destination’s life cycle; rundown infrastructure, and declining visitors. (Morrison, 2019)
6. How can this best practice be encouraged for other DMOs
Amsterdam Marketing’s brochure displays a great way to encourage other DMOs. Page 45 displays international examples of sustainable practices. Not only does this make visitors who respect this type of practice aware of other destinations’ attempts to advocate for sustainability, but it also helps encourage other DMOs who may be seeking ideas or feeling the pressure of the industry’s post pandemic shift towards resiliency and sustainability.
Also, this practice can be taught through the World Tourism Organization's newest program, the UNWTO Academy. The Academy "strives to help UNWTO Member States [to face these opportunities and challenges] by offering them a comprehensive portfolio and options..." such as courses, webinars, and resources.
https://www.unwto.org/UNWTO-academy
7. The organization that should be in charge of encouraging more sustainable and/or resilient practices by DMOs
The World Tourism Organization, also known as UNWTO, is 'responsible for the promotion of responsible, sustainable, and universally accessible tourism.'
The UNWTO prioritizes 'promoting sustainable tourism development' and 'advancing tourism's contribution to poverty reduction and development' by "Supporting sustainable tourism policies and practices: policies which make optimal use of environmental resources, respect the socio-cultural authenticity of host communities and provide socio-economic benefits for all." and "Maximizing the contribution of tourism to poverty reduction and achieving the SDGs by making tourism work as a tool for development and promoting the inclusion of tourism in the development agenda."
Seeing that this organization oversees tourism on a global scale, and part of its purpose is to ensure sustainable tourism, it would makes sense for the UNWTO to oversee encouraging more sustainability and resiliency practices by DMOs.
https://www.unwto.org/sustainable-development
8. If I were in charge of this organization, strategies, tactics and actions that I would use to encourage more sustainability and/or resilience
The UNWTO promotes sustainable tourism as adhering to the following:
Make optimal use of environmental resources that constitute a key element in tourism development, maintaining essential ecological processes and helping to conserve natural heritage and biodiversity.
Respect the socio-cultural authenticity of host communities, conserve their built and living cultural heritage and traditional values, and contribute to inter-cultural understanding and tolerance.
Ensure viable, long-term economic operations, providing socio-economic benefits to all stakeholders that are fairly distributed, including stable employment and income-earning opportunities and social services to host communities, and contributing to poverty alleviation.
9. My role in supporting and improving sustainability and/or resilience of tourism destinations as a consumer and/or industry practitioner
I currently serve as an Executive Housekeeper. My job surrounds itself with so many ways to promote sustainable tourism. Implementing sustainable habits for both guests and employees in department is one way that I could support improving sustainability in tourism.
Offering less stayover and laundry services to conserve water and energy is a great way to practice this. The front desk could offer rewards or packages for guests who participate in these programs. It would also help slow down the life cycle of the linen and terry in the department. This would, in turn, decrease the amount of inventory orders and reduce product usage.
Encouraging my staff to recycle and adequately utilize their tools when cleaning would also help reduce waste.
Advocating for more natural chemicals to be used for sanitations in the hotel, and even staffing more public area attendants to not only clean up trash, but tend to the natural resources of the property, like small plants.
No comments:
Post a Comment