Preparing Camp AS for the Future: Finding the Best Strategy for a campground in Macedonia to Attract Dutch Tourists

Kolkman, Lars (2010) Preparing Camp AS for the Future: Finding the Best Strategy for a campground in Macedonia to Attract Dutch Tourists.

[img]
Preview
PDF
436kB
Abstract:This research focuses on the development of the Macedonian campsite ‘Camp AS’. It is part of the larger organisation Inex Drim. Camp AS originates from thirty years ago when tourism from for example the Netherlands was thriving. Nowadays, international tourism has disappeared from Camp AS, just as it has from the entire region. For Camp AS this was the motive to start searching for the best strategy for attracting Dutch tourists again to its grounds. This research provides an answer to this problem through the use of the Tourism Destination Competitiveness model (Enright & Newton, 2004). This model addresses the opportunities and the blockades of the region through identifying its attractors and drivers. The model visualizes that ‘International Access’, ‘Uncertainty over Safety’ and ‘Power of the Local Government’ act as the main blockades in any strategy formulated to attract Dutch tourists. The model also shows its benefits of being an Established Tourism Destination, its attractors (sun and the lake) and the country’s price level are major opportunities for starting a campsite. Government policy on tourism is seen as an opportunity, because the first measures have been taken, but results and continuity of the program are not known yet. Through the 7s model (Waterman et al., 1981) and the Marketing Mix (McCarthy, 1960) the internal capabilities of Camp AS and its parent organisation Inex Drim are discussed. The results show the potential of Camp AS having a perfect location, but also focuses on the terrible condition the campsite is in. Other strengths of the organisation are its relatively well developed distribution channel and customer friendliness. Staff costs are low and is considered as a strength. However, Staff Skills are overall beneath what can be expected. Hospitality in the restaurant, cleaning and maintenance do not deliver sufficient quality. Language proficiency is only in the lobby sufficient, but in the other areas employees are not ready to host international, Dutch tourists. The last data item consisted of a segmentation analysis. This analysis concluded that ‘empty nesters’ and ‘families’ are the most attractive segments to target. The final conclusions for identifying a best strategy for Camp AS is to follow a cost focus strategy aimed at ‘empty nesters’ that travel by car. The reasoning behind this recommendation is that it is not expected that the major international blockades will be removed on the short term. Next to this, investments in hotel Drim are prioritized, so large investment strategies are not possible on the short term for Camp AS. With this strategy, the already visiting camping tour operators will be satisfied and only a small investment has to be made. This investment will also make sure that the impact of the Internet is countered. No negative reviews will then be placed on the Internet and the Internet is a major driver in international tourism. At the time the international blockades are lowered, tourism from the Netherlands will most likely start. When this is the case, Camp AS should change from the cost focus strategy to a differentiation strategy. This way families can be targeted. This is a large segment that does not interfere with the empty nesters that travel offseason. Next to the choice of these strategies, it is highly recommended that Camp AS and Inex Drim invest in better staff skills. It is also recommended that Inex Drim starts the initiative towards a better inter-firm cooperation. A better bond with hotels in the region will result in a better grip on government policy (if necessary). Also, the region will be able to offer the region to tour operators in a more complementary way. Next to that, Inex Drim should start to help its hometown Struga to develop itself. Helping entrepreneurs getting ready for international tourism and in the best case creating a society that tries to enhance the city centre of Struga into a thriving place. Finally, some of the findings in this research should be analysed further. The research indicated that there is anxiety of Dutch tourists to come to Macedonia, named uncertainty over safety. However, more research should be conducted to the actual nature of this observed phenomenon. Next to that, the model of Enright & Newton (2004) was critically assessed. The model has a well defined structure with its distinction between attractors and drivers of tourism, but the model can be improved on several issues. First, it lacks a proper definition of variables. Second, indicators are not provided. Third, the model mixes country, industry and organisation specific factors, which makes it hard to see which level of abstraction is required. Fourth, it misses drivers, such as the Internet. The 7s model (Waterman et al., 1981) and the Marketing Mix (McCarthy, 1960) were complementary to each other. For this research these models proved to be a good framework of the internal analysis.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration BSc (56834)
Link to this item:http://purl.utwente.nl/essays/60640
Export this item as:BibTeX
EndNote
HTML Citation
Reference Manager

 

Repository Staff Only: item control page