Tourism Policies and Plans in Turkey

touristry Policies and Plans in jokesterIntroductionThe Republic of joker is situated on the borders where Asia and Europe meet, sooner literally in the centre of the introduction. Throughout history, from the times of the Byzantine Dynasty through and through Alexanders Invasion and the Ottoman Empire, the present land of bomb has been the infrastructure to many an some different(prenominal) cultures. But flop has a lot more to pro dour than just different cultures. They engender on offer beautiful landscapes, prize beaches and enough world history to satisfy a historian.With its wide embarrassment of natural and cultural assets, Tur strike should be among the top most touristy terminals. In 2014, at the height of washouts popularity, 42 million foreign tourists visited Turkey awarding them the rank of 6th most visited global address that year, with many tourists traveling for their culture, spa and healthcare touristry. (UNWTO, 2015) But the numbers have piecemeal declined since then caused by political tensions, terrorist attacks, nix political image etc.All touristry related contrivening, strategies and actions are headed by the Ministry of term and touristry. This subdi imagination has been tasked with the protection and perseverance of Turkish culture and the administration of all touristry related activities in Turkey. For Turkey as a destination, it is this Ministry of enculturation and tourism that is designated with the title of close counselling Organisation.The world touristry Organisation (2007) defines a Destination Management brass instrument (DMO) as a body or organisation that is trusty for the co-ordinated management of all the elements that get out up a destination desire attractions, accessibility, grocerying, human resources, label, etc. These organisations are ultimately responsible for the planning, management and execution of all plans and policies, which have been decided or enforced in order to ac hieve their short marge and long term intentions for that destination.(Esmeralda Eleina, 2013)This paper aims at reviewing and critically analysing the tourism plans and policies of Turkey in bunk until 2023 within the parameters of mark, muckle and monitor and evaluation as detailed in their tourism plan titled tourism outline of Turkey 2023 (2013) which was think and leave alone be punish by their DMO, The Ministry of Culture and tourism and to hazard its trenchantness in working Turkey into a competitive and sustainable destination.Literature go offDMOs are vital in developing and implementing tourism policies for the creation and maintenance of a sustainable and competitive destination. J.R. brant Ritchie and Geoffrey I. turn away (2003) explain tourism policy as a set of rules, directives, guidelines, strategies and the fabric for tourism development. sightJames Tallant (2009) describes a plenty as the recount of an organisation in the future after it achie ves its mission. J. R. Brent Ritchie (1999) detail that a critical early stage in the strategic planning by any DMO is the inception of a destination vision.Charles R. Goeldner (2008) explains that a good vision defines what the DMO aims to accomplish in a certain given time finale using language to inspire members, staff and stakeholders to actively contribute in the attainment of that goal. He elucidates that a vision may describe on how things may be different because of the DMO and how the DMO would wish to be perceived by others.Sooskan Kantabutra and Gayle C. Avery (2010) details that any good vision would incorporate the following elementsShould be conveyed in a dramatic fashion to inspire and motivateShould elicit the development of a freshly product/service that in turn aids in the further development of other existing products/services.Should take to serve customers through a defined product portfolio that has been designed by the DMO and project the quality as heal thyspring.Should be responsive to customer needs.Should ensure the sustainable growth of the destination for the earn of its stakeholdersBrandingAccording to J.R. Brent Ritchie and Robin J.B. Ritchie (1998), gradeing should encapsulate either a name, symbolisation, or logotype that identifies and differentiates a destination from others. It must be unique, and reinforce the positive experiences of the destination.For a destination, a betray bridges the gap between its given assets and the perceptions of capableness visitors (Morgan, Pritchard, Piggott, 2002). Qu (2011) states that destination greases serve two main functions identification and differentiation. As with ridiculous product brands, a destination brand is also made up of the components of awareness and image. Like before, brand awareness is considered a pre-requisite to any other brand dimensions (Konecnik Gartner, 2007). Without some direct of awareness, the consumer advisenot have perceptions on the destina tions image, quality, etc.The elements of a good destination brand are as followsIt should be unique, distinctive and recognisableIt should use pleasing aesthetics to appeal to the target foodstuff and enhance recognition and emotional response.It should be culturally relevant.It must baulk the test of timeIt should be easily reproduced across septuple media formats same(p) print, online, billboards, etc. (Morgan, Pritchard, Pride, 2007) (Hankinson, 2005) observe and EvaluatingMuch attention has been directed to the execution of tourism strategies. Pressman and Wildavsky (1973) state that with the increased attention to policy implementation since the 1970s, the relate in policy evaluation has also proportionally increased. By incorporating supervise and evaluation at the very beginning of policy formulation, the type of reading and indicators required toilette be specified in advance of the implementation of the tourism policy. (Hall Jenkins, 1995)The long term sustaina bility and competitiveness of a destination is directly linked to its ability to adapt to and evolve with fluid market conditions. observe and evaluating is important in identifying future opportunities and challenges for the destination to improve exertion and sustainability oer time. (Sr., Allen, Swanson, Smith, 2008)Research has shown that effective monitor and evaluation should comprise of the following sustain key transaction indicators that were developed and agreed upon during the conceptualisation stages of the policy receive a regular performance supervise review process attain relevant performance supervise tools, methods and certification options to serve well in monitor and evaluating performanceConsider the economic, environmental and social impacts on the destination and stakeholders government note sustainability and competitiveness over time against agreed sedulousness benchmarksIdentify strategies for ceaseless improvement to achieve best goalsCommunicate a nd report on performance achievements with stakeholders, including customersIdentify strategies to leverage performance achievements with funding agencies, suppliers and statutory bodies. (Miller Twining-Ward, 2005) (Rio Nunes, 2012)Policy ReviewIn this section, the parameters of Vision, Branding and Monitoring and valuation of the Tourism Strategy of Turkey-2023 will be critically analysed using the literature discussed as parameters, as well as the need to be sustainable and competitive in the world destination marketVisionThe vision for Turkey that has been decided by the DMO, The Ministry of Culture and Tourism, in their tourism plan (2013) on page 4 is as followsWith the adoption of sustainable tourism approach, tourism and travel industry will be brought to a leading sic for leveraging order of employment and regional development and it will be ensured that Turkey becomes a world brand in tourism and a major destination in the list of the top five countries receiving the highest number of tourist and highest tourism revenues by 2023.On reading and analysing the vision statement, the primary inference that can be drawn is that the vision statement is not very chat with problems caused by its length and its line style tone and hindered by the unessential use of certain language. As Kantabutra and Avery (2010) explained, a vision should be conveyed in dramatic fashion in order to inspire and motivate, which clearly the DMO has failed in achieving. A simpler concise version with motivational and inspirational themes would have fared very much better.But where The Ministry of Culture and Tourisms vision succeeds is in its detailing of the goals regarding its market position and the goals the DMO aims to accomplish for the region and citizens by the year 2023 in lieu with the ideas coif forward by Goeldner (2008),Tallant (2009) and Ritchie (1999).On cross examining the vision statement of Turkey with the necessary elements for a vision as put forward by Kantabutra and Avery (2010), the vision decided by the Ministry of Culture and Tourism contains only a singular element, that beingness the one regarding sustainable growth of the destination for the benefit of the stakeholders. But even in this case not all stakeholders have been represented, especially the most important one, the tourists.To conclude the critical abstract of the Vision for Turkey set forth by the Ministry of Culture and Tourism, one can say empirically that it is not an effective one on multiple fronts.BrandingThe stigmatization strategy for Turkey which has been designed by the Ministry of Culture and Tourism in the tourism policy mentioned on page 34 of the same is to Manage the branding of cities rich of cultural and natural heritage and thereby convert them into a point of attraction for travellers.Istanbul along with cities like Ankara, Izmir and Antalya are focussed upon in their city travel project, with aims to thrust them popular destinations amo ng the tourists. Istanbul is being given more preference as it was designated the heathen Capital of Europe for the year 2010 which would force the strengthening of its cultural, artistic, urban as well as the environmental qualities of Istanbul.As per J.R Brent Ritchie and Robin J.B Ritchie (1998), branding must be able to encapsulate either a name, symbol or logo which would help Turkey to be differentiated from other tourist destinations. The process calls for Turkey to restore its uniqueness which would be a plus factor in order to attract more travellers to the rural area and facilitate more options for the domestic as well as internationalistic tourists who arrive.After going through Turkeys objectives towards branding of its cities, it is easily understood that the objectives designed by the DMO is able to cover up major areas which would establish Turkey as a hotspot in the tourism sector in the coming years in accordance to their vision for its cities. The only negative part to draw out of this is that the objectives seems a little too manque for the time frame it has got. This could be risky if the plans are not executed properly on time and deadlines not being met.The tourism plan put forth by the Ministry of Tourism and Culture clearly aims at improving the brands of all the individual destinations within Turkey with them end goal that this strategy will reap benefits to the overall brand of Turkey. By focal point on improving the brands of the local destinations, the DMO aims to not only generate a unique niche identity for the country but also to differentiate the experience on offer from the other similar destinations. (Qu, Kim, Hyunjung, 2011)By implementing a strategy to improve on destination attractions, accessibility, infrastructure, superstructure, etc. the Ministry of Culture and Tourism have taken a page out of Konecnik and Gartners (2007) ideas of improving destination image by improving destination quality.But the fact the Great Compromiser that the Ministry of Culture and Tourism is still under the process of building a brand. In this day and age it makes sense to experience ones assets as well as the market segmentation before committing to the release of a brand, because that brand should stand the test of time, which is the only barometer to gauge its success. (Morgan, Pritchard, Pride, 2007 Hankinson, 2005)To summarise the critical analysis of Turkeys branding, the Ministry of Culture and Tourism has just begun taking the ground level locomote to develop a timeless brand for the country. The strategies employed will assist in not only the task of developing a brand for the country but helps in the building a unique destination that will remain competitive and sustainable.Monitoring and EvaluationCredit should be given to The Ministry of Culture and Tourism for understanding the importance of observe and evaluating the performance indicators in Turkeys tourism system.But the Tourism Strategy of Tur key does not elucidate on the key performance indicators that will be monitored, nor the monitoring review process, tools, methods or certification options that will assist in the monitoring and evaluation performance. The reason for this is because the Ministry of Culture and Tourism has just implemented this panorama to the tourism strategy for Turkey. With their new ideology of sustainable tourism as mentioned in their vision and their reinvigorated approach to branding, there are a lot of fluid elements in the Tourism System of Turkey.The Ministry of Culture and Tourism have decided to form two new bodies to aid in the task of identifying, monitoring and evaluating the key performance indicators of tourism in Turkey, The depicted object Tourism Database Repository and The National Tourism Certification Service.The National Tourism Database Repository will be tasked with collecting and organising the data transmitted by the conglomerate public and private sector entities. Afte r analysis the deposition will submit its conclusions and opinions to the Ministry of Culture and Tourism and the National Tourism Council. On reflecting upon the data and inference received, the DMO will decide the key performance indicators and the monitoring review process. The National Tourism Service will then tolerate methods to implement amendments into the tourism strategy accordingly.To summarise the critical analysis of the Monitoring and Evaluation element of Turkeys tourism strategy, one can easily understand that the steps taken are the ground level steps to setup a system and framework that will help enable the various tourism bodies to actively monitor and evaluate the tourism system and make real time changes that will bring about the most effective and sustainable outcome. The only negative that can said about the monitoring and evaluation strategy is that the DMO has not declared time frames for the formation of the new regulatory bodies nor a target date when t hey hope the new monitoring review process will commenceConclusionAfter researching valid literature, ideas and viewpoints of many scholars, authors, researchers, etc. within the context of Vision, Branding and Monitoring and Evaluation and applying them to the Tourism Strategy of Turkey which has been compiled by Turkeys Destination Management Organisation, The Ministry of Culture and Tourism, we can arrive at the following conclusions.There are a number of issues with their Vision, predominantly the inarticulateness and word flow of the text. The Vision fails to inspire, motivate or fill one with hopefulness. Where it succeeds is that it details their commitment to sustainable tourism, their labour market and what position they will strive to achieve in the global tourism market by 2023.The element of Branding in Turkeys Tourism Strategy is more of an action plan to develop the individual brands of local destinations, with the long term goal of developing a timeless national brand that will help tourists to identify and differentiate Turkey as a niche tourist destination. But with their approach to sustainable tourism, the strategy of branding individual destinations to promote assets of the same destinations seems contradictory.Similarly, the Monitoring and Evaluation facet of Turkeys Tourism Strategy is also a plan to setup the ground level protocol and infrastructure that will aid in the identification, monitoring and evaluating the key performance indicators of Turkeys Tourism Systems. Furthermore, entities whose purpose is to help with the amendment and improvement of all tourism based activities, decision making and legislation have also been conceptualised.To summarise, the Tourism Strategy of Turkey-2023, is in essence a weak tourism strategy. The vision statement disappointing on multiple fronts, no national brand and the lack of a monitoring and evaluating framework is evidence of the same. But with that being said, there are some positives like th eir listing of certain circumstantial goals regarding market placement and their product differentiation.ReferencesEsmeralda, S., Eleina, Q. (2013). Role of Destination Management Organization in Developing sustainable Tourism in Kora Region. (Young Scientist Journal), 93-96.Goeldner, C. R. (2008). TOURISM Principles, Practices, Philosophies ISBN 9780470084595. Wiley.Hall, C. M., Jenkins, J. M. (1995). Tourism and Public Policy, ISBN 1-86152-998-8. Cornwall, U.K. Routledge.Hankinson, G. (2005). 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