Destination Benchmarking: Concepts, Practices and Operations by Metin Kozak

By Metin Kozak

Develops a selected benchmarking technique suitable to overseas tourism locations. This booklet evaluates assorted techniques to benchmarking, and their software inside tourism

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Additional resources for Destination Benchmarking: Concepts, Practices and Operations

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It is clear that there has been limited application among small hospitality businesses while benchmarking activity is growing in large organizations. This study examines reasons for this and how benchmarking, linked to external awards and grades, can offer advantages and bring about improvements in competitiveness for both small hospitality businesses and tourist destinations. Benchmarking through such schemes brings benefits to destinations and guests as well as to individual businesses. Destinations can measure the extent and quality of the small business component of their offering and plan strategically to develop it effectively, while tourists are likely to experience greater levels of satisfaction.

As the frontier in tourism benchmarking research, a holistic model for destination benchmarking was developed using the three main types of benchmarking: internal, external and generic (Kozak, 2000). Internal benchmarking aimed to improve a destination’s internal performance by evaluating quantitative and qualitative measures. External benchmarking used tourist motivation, satisfaction and expenditure scores to investigate 02Destination Chap 2 26 10/11/03 10:42 Page 26 Chapter 2 how one destination may perform better than another.

HMS Victory was benchmarked with other well-known organizations such as the Tower of London and Dover Castle (Cheshire, 1997). , 1996, 1997). There are also several examples of research relating to supply using quantitative measures such as occupancy rates, cost, revenues and capital investment (Breiter and Kline, 1995; Morey and Dittmann, 1995). g. Ritz-Carlton) not only benchmark other businesses but are also benchmarked themselves by other service or manufacturing businesses (Canon and Kent, 1994; Struebing, 1996).

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