Tourism Administration

TOURISM ADMINISTRATION Administrative Functions The functions of administration are: 1. Organizing 2. Planning 3. Direction and Control 4. Direction The administrative functions in tourism are: 1. Control Function ● Can be identified in two main areas: ● impact of control indicators (sustainability) ● economic indicators and competitiveness (destination market situation) What is the impact of control indicators (sustainability) on tourism? Since 2010, many studies have used sustainability indicator models in tourism administration. Among them: 1. Strickland-Munro et al. (2010) Using the concept of resilience to analyze the impact of protected area tourism on local communities 2. Lozano-Oyola et al. (2012) Focuses on the use of sustainability indicators as a planning tool in cultural tourism destinations. 3. Chavez-Cortés and Maya (2010) 4. Identify and compile indicators and points for tourism development. Impact of control indicators (sustainability) on Tourism: ● Assist with tourism planning functions ● As a planning tool for destinations ● Controlling Public policy ● Assist the WTO (World Tourism Organization) in making policies. For example: making symbols and certification Examples of Economic Control and Competitiveness indicators in Tourism: ● Revenue per available room and hotel occupancy rate ● Number of departures and average airline ticket prices ● volume of tourists ● competitiveness indicators (average travel time) ● average expenditure and traveler profile ● infrastructure ● tax indicators. Administrative Area: ● Production ● Material finance and logistics ● Marketing ● Sales ● Personnel management ● Strategy Quality Management (Quality Management) – Servqual (service quality) Determinants of perceived service quality. (Adapted from Parasuraman et al., 1985.): The Servqual method (service quality) was developed by Parasuraman et al. (1985) is a technique that can be used to analyze the difference between the quality of service provided by a company and the quality of service expected by customers. In 1988, the authors refined the model by including only five dimensions: reliability, responsiveness, assurance, empathy and concrete evidence (Parasuraman et al., 1988) Customer Dissatisfaction with Service Cause: the gap between customer expectations and perceived service. Five types of gaps can be identified in services: 1. Between customer expectations and management perceptions 2. Between management's perception of customer expectations and the service quality specifications presented by the company 3. Between service quality specifications and delivery services 4. Between service delivery and external communications 5. Between expected service and experienced service Tourism Innovation Management A theme that has gained ground in tourism research and in destination and corporate administration is innovation and technology. With globalization, the internet, mobile devices and the power given to tourist users, the configuration for managing tourist destinations, attractions and businesses has changed continuously. Weldenfeld and Hall (2014), discuss the concept of regional and sectoral innovation for tourism and the contribution of tourism to understanding it (In Integral and Implications). Then in practice, namely free internet use, implementation of tourism combination applications, online maps and data use. Strategic Management Consider common strategic management models used in organizations, adapted to business and tourism destinations. One of the most widely used models in the business world is Porter's (2008) model which contains Porter's competitive advantage model or five forces model: 1. Bargaining Power of Suppliers 2. Threat of New Entrants 3. Threat of Substitute Products 4. Bargaining Power of Customers 5. Competition Among Competitors ∙ Crounh & Ritchie (1999) created a competitiveness model in tourism that links social prosperity with a competitiveness framework in tourism. ∙ Barney (1991) treats organizations as a set of resources (Financial, Human and Material). Operationalize Karassawa (2003) applied the servqual methodology to evaluate the quality of tourism services provided by one of the leading tour operators in Brazil. Instead of using ten dimensions for service quality originally proposed by Parasuraman (1985) reducing it to five dimensions (Physical evidence, Reliability, Responsiveness, suitability (dimensions of competence, politeness, credibility and security) and Empathy).