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Stakeholders in destination marketing
Destinations are some of the most difficult entities to manage and market, due to the intricacy of the relationships of local stakeholders (Prideaux & Cooper, 2002; Sautter & Leisen, 1999; Uysal et al., 2000). Managing and marketing destinations is also challenging because of the variety of stakeholders involved in the provision, development and promotion of tourism products and experiences (Heath, 2002; Palmer & Bejou, 1995; Prideaux & Cooper, 2002; Uysal et al., 2000). The tourist destination however, requires the participation of many stakeholders in the marketing of the tourism product as a result of its characteristic complexity. More importantly, the production and consumption of the product takes place at the destination. Stakeholders’ views regarding their role in the marketing of the tourist product differ markedly from those of the tourist. The tourist experiences the destination as a unified tourist product and experience, which is in contrast to stakeholders who experience difficulty in establishing a co-operative marketing effort at the destination. The balance between co-operation and competition among the different stakeholders is not easily achieved. If co-optition is established, an amalgamation of the individual aims, goals and motives of the various stakeholders would be achieved, contributing to the organisation of co-operative marketing strategies (Palmer & Bejou, 1995; Prideaux & Cooper, 2002). The marketing of food tourism as a destination attraction can be a delicate aspect of the total marketing strategy of the destination, as food is not always regarded as an essential and important component of the marketing strategy at the destination.
The views of stakeholders regarding the importance of food tourism and the degree of their involvement would vary. The solution would be to identify the stakeholders, individuals or groups, who are directly/indirectly involved with food tourism or have an interest in developing food tourism products at the destination. Key stakeholders could include local communities, the business sector, tourists, tourism intermediaries, government agencies, DMOs, the media, micro-community development enterprises, and other civic organisations or interest groups (Buhalis, 2000; Heath, 2002; Ritchie & Crouch, 2003). Stakeholders could represent both private and public government sectors. The government plays a significant role in the tourism system. In fact, in most cases, destination marketing is deemed to be the sole responsibility of government agencies such as DMOs and their provincial, regional and community counterparts (Weaver & Opperman, 2000:223). In South Africa, DMOs also tend to be part of the local, regional or national government. Such positioning represents political and legislative power, including the financial means to manage resources rationally, ensuring that all stakeholders benefit in the long term (Buhalis, 2000). The most important challenge for destination marketing therefore, is to bring all individual partners together to co-operate rather than compete and to pool resources towards developing an integrated marketing mix and delivery system (Buhalis, 2000; Fayos-Sola, 1996; Prideaux & Cooper, 2002). DMOs play a crucial role in establishing the situation of co-optition rather than competition amongst the key stakeholders. This can boost the development of an attraction such as food tourism significantly by linking tourism resources, products and services to the mutual benefit of the tourism experience and the competitiveness of the destination.
Theming, packaging and routing
Due to increasing competitiveness and present market trends, more and more destinations are packaging, theming and diversifying their product offering (Heath, 2002). Special interest niche markets, themes, routes and events are being incorporated in specific product-market matches (Heath, 2002). The success of a particular form of tourism at a destination depends on the resources it possesses. Theming, packaging and routing are the instruments to market the available resources in such a manner that they contribute to the competitive edge of the destination. In such endeavours, the uniqueness and authenticity of the destination’s attractions and experiences are of prime importance (Heath, 2002). Providing a seamless destination experience can be achieved by packaging which Morrison (2002:314) defines as the combination of related and complementary services into a singleprice offering. Selling the experience is a result of an integrated approach to product development and packaging based on an understanding of market needs, the needs of the tourism community, the strength of the destination, the public and private sectors and the attractions within the destination (Heath, 2002). Packaging deepens the travel experience by providing greater value and making the experience more significant and worthwhile (Kotler et al., 1999; Mill & Morrison, 1992). Additionally, it represents an opportunity for small single businesses to develop a product that can be sold to the travel industry, as well as enabling them to establish networks with other producers in the region. Packaging of tourism products is usually performed by tour operators and/or government agencies (Laws et al., 2002). Adding food tourism attractions as a complementary or secondary product to an existing package of the destination will be adding value and contributing to the competitiveness of the destination.
Food tourism as an attraction complies with the strategic guidelines regarding the development and packaging of tourism attractions and experiences as proposed by Heath (2002). It is the ideal product to market as an experience, it can be locally or regionally based, it is consumer and market driven, it can focus on the uniqueness and authenticity of the destination’s food attractions and experiences, it can support and extend existing attractions within the destination, and can make a significant contribution to major events, conferences and festivals. Theming according to Morrison (2002) can also be considered as programming, which involves developing special activities, events, or programs to increase customer spending (Heath, 2002). These activities add value and increase the appeal of a package. The attractiveness of destinations is furthermore enhanced by the development of thematic tourism attractions and experiences (Heath, 2002). According to Heath (2002), a variety of themes are present such as health, sport and religion. Food is not only a most versatile combination of products and services readily lending itself to the development of a culinary or a gastronomic theme, but it is also suitable for on-theming with other relevant products at a destination.
The development of theme routes is becoming an important aspect of destination marketing and is an effective way of developing and promoting tourism in a region, such as Route 66 in the United States of America (USA) and Route 62 in the Western Cape (de Villiers, 2000; Lubbe, 2003). Tourism routes, initially developed in Europe, have been utilised in tourism with the prime objectives of raising awareness of culture through travel, creating networks and utilising cultural heritage as a means of stimulating social, economic and cultural development, thereby improving the quality of life of the local people (Briedenham & Wickens, 2003; de Villiers, 2000; KwaZulu-Natal, 2003). Heritage trails in the United States have also provided the impetus for the development of attractions and facilities along the routes (Briedenham & Wickens, 2003). An additional benefit of such initiatives is the initiation of co-operation and partnership between local areas and regions (Briedenham & Wickens, 2003). In Africa, an example is the African Dream Project aimed to link the splendours of Africa in a continuous network of Afrikatourism routes (Open Africa, 2002:3). Briedenham and Wickens (2003) found that participants in their study on tourism routes in South Africa supported the concept of developing tourism routes. The fact that tourism route roads could form a catalyst for the sale of local products and be a great developmental tool for tourism supports the importance of routing as part of the marketing strategy for a destination. The wine and whale routes in South Africa have proven to be very successful. It could be recommended that food route organisers collaborate with existing tourism routes in South Africa to on-theme food attractions. Thereby, sharing the benefits of this type of tourism product.
Applying the mixed method research paradigm
As this study aimed at providing information regarding the food tourism situation in South Africa and applying the resultant Strategic Food Tourism Destination Marketing Framework as a case study, a mixed method research paradigm was selected as the most appropriate paradigm in which to achieve these aims. The specific research methods used in this study suit Miles and Huberman’s (1994:41) proposed mixed method in which they suggest four possible combinations in a research design. The following quotation demonstrates how this study (in parentheses) has followed their methodology: alternation between qualitative exploratory research (the literature and international trends and best practices review), that informs the construction of a quantitative data collection tool, (the survey questionnaire and situational analysis procedure), followed by further qualitative field work, (expert opinions and the case study) to achieve a deeper understanding of the quantitative findings. Jennings (2001:135) is of the opinion that this combination of methods is a succession of research projects each informed by the findings of the former and are more like multistage research utilising complementary methodologies throughout the study. Both quantitative and qualitative data collection techniques were utilised and the various data sub-sets were integrated to achieve the proposed outcomes of the study. The type of study, data collected and the application thereof justified the linking of the methods (De Vos, 1998; Decrop, 1999; Jennings, 2001). The combination of quantitative and qualitative techniques can yield more valid and reliable findings, as several data collection tools and methods were used to gather information regarding the food tourism situation in South Africa.
Response of Target Population
A total of 112 questionnaires were returned from the 246 questionnaires that were electronically mailed to all the DMOs. All returned questionnaires were found to be usable, were coded and incorporated in the data analysis procedures. An overall response rate of 45.5% was thus obtained. Table 6.1 provides a breakdown of the response rate for each of the nine provinces included in the data analysis. The questionnaires received from each of the provinces reflects a computed total of responses from the provincial office, the regional offices in the specific province and the local offices in each of the regions in the province, thus the sum of V76+V77+V78 = number of responses for each province.
CHAPTER 1: GENERAL ORIENTATION OF THE STUDY
1.1 INTRODUCTION
1.2 PROBLEM STATEMENT
1.3 PURPOSE OF THE STUDY
1.4 SIGNIFICANCE OF THE STUDY
1.5 SCOPE OF THE STUDY
1.6 RESEARCH DESIGN APPROACH
1.7 DEFINITION OF KEY CONCEPTS
1.8 ORGANISATION OF CHAPTERS
CHAPTER 2: A CONTEMPORARY SYSTEMS FRAMEWORK FOR DESTINATION MARKETING FOCUSING ON ELEMENTS OF SUSTAINABLE COMPETITIVENESS
2.1 INTRODUCTION
2.2 THE SYSTEMS APPROACH TO TOURISM
2.3 THEORETICAL BACKGROUND AND CONCEPTUALISATION
2.4 CONCLUSION
CHAPTER 3: THE ROLE OF FOOD TOURISM AS A KEY ELEMENT OF DESTINATION MARKETING
3.1 INTRODUCTION
3.2 FOOD TOURISM IN CONTEXT
3.3 LOCAL AND REGIONAL FOOD WITHIN THE TOURISM CONTEXT
3.4 THE ROLE OF FOOD IN DESTINATION MARKETING
3.5 BEST PRACTICES
3.6 CONCLUSION
CHAPTER 4: CONCEPTUAL FRAMEWORK FOR FOOD TOURISM DESTINATION MARKETING
4.1 INTRODUCTION
4.2 CONCEPTUAL FRAMEWORK FOR FOOD TOURISM DESTINATION MARKETING
4.3 RESEARCH OUTCOMES
4.4 CONCLUSION
CHAPTER 5: RESEARCH APPROACH AND METHODOLOGY
5.1 INTRODUCTION
5.2 RESEARCH DESIGN APPROACH
5.3 KEY STAKEHOLDER SURVEY
5.4 EXPERT OPINION SURVEY
5.5 VALIDITY AND RELIABILITY
5.6 CONCLUSION
CHAPTER 6: RESULTS AND DISCUSSION
6.1 INTRODUCTION
6.2 PROFILE OF RESPONDENTS
6.3 CURRENT STATUS OF FOOD AS AN ATTRACTION
6.4 SITUATIONAL ANALYSIS OF FOOD TOURISM IN DESTINATION MARKETING
6.5 EXPERT OPINION REPONSE
6.6 CULINARY DATABASE: FOODPAT
6.7 SITUATIONAL ANALYSIS OUTCOME
6.8 SWOT PROFILE
6.9 THE EVALUATION OF FOOD TOURISM DESTINATION MARKETING
6.10 CONCLUSION
CHAPTER 7: STRATEGIC FOOD TOURISM DESTINATION MARKETING FRAMEWORK
7.1 INTRODUCTION
7.2 DEVELOPMENT AND COMPILATION OF THE STRATEGIC FOOD TOURISM DESTINATION MARKETING FRAMEWORK
7.3 SITUATIONAL ANALYSIS
7.4 STRATEGIC EVALUATION OF THE FOOD TOURISM POTENTIA
7.5 KEY MARKETING MANAGEMENT TASKS
7.6 CONCLUSION
CHAPTER 8: THE CASE STUDY: APPLICATION OF THE STRATEGIC FOOD TOURISM DESTINATION MARKETING FRAMEWORK
8.1 INTRODUCTION
8.2 THE CASE STUDY
8.3 THE OUTCOME OF THE CASE STUDY
8.4 ASSESSMENT OF THE STRATEGIC FOOD TOURISM DESTINATION MARKETING FRAMEWORK
8.5 CONCLUSION
CHAPTER 9: CONCLUSIONS AND RECOMMENDATIONS
9.1 INTRODUCTION
9.2 REVIEW OF THE OVERALL GOAL AND OBJECTIVES OF THE STUDY IN REALTION TO THE OUTCOMES
9.3 COMPREHENSIVE SUMMARY OF THE RESEARCH AND MAIN FINDINGS
9.4 POSSIBLE CONSTRAINTS OF THE STUDY
9.5 CONTRIBUTIONS OF THE PRESENT STUDY TO THE DISCIPLINES OF DESTINATION MARKETING AND FOOD TOURISM
9.6 GUIDELINES AND RECOMMENDATIONS FOR THE IMPLEMENTATION OF THE FOOD TOURISM STRATEGIC APPROACH IN THE SOUTH
AFRICAN CONTEXT
9.7 SUGGESTIONS FOR FURTHER RESEARCH
