Travel Reference
In-Depth Information
can be assessed competitively. Thus the most com-
petitive destination is that which most effectively
creates sustainable well-being for its residents.
which are objectively measured variables such as
visitor numbers, market share and subjectively
measured variables such as image, climate and so
on. Kozak and Remmington (1998, 1999) used
both measures in surveying perceptions and opin-
ions of visitors such as friendliness of local citi-
zens, shopping facilities and others in measuring
the competitiveness of one destination. Poon
(1993) suggested four main principles for the desti-
nations to be competitive namely; strongly sustain-
ing environment, making tourism a leading sector,
strengthening the distribution channels in the mar-
ket and building a dynamic private sector.
2.2
Destination resources and attributes
There are several studies have been conducted
on the attributes or characteristics of destination
competitiveness (Buhalis, 2000; Crouch & Ritchie,
2003; Dwyer & Kim, 2003; Dwyer, Mistilis, For-
syth & Rao, 2001; Hassan, 2000; Kozak & Rim-
mington, 1999; Mihalič, 2000; Wilde & Cox, 2008).
Dwyer (2001) posited that to achieve competitive
advantage for its tourism industry, any destina-
tion must ensure that its overall attractiveness and
the tourism experience must be superior to that of
the many alternative destinations open to poten-
tial visitors. According to Dwyer et al. (2001), the
key success factors in determining destination
competitiveness can be classified under eight main
headings: Endowed Resources (natural/heritage);
Created Resources; Supporting Resources; Des-
tination Management (Government/Industry);
Situational Conditions and Demand. In an earlier
model, Crouch and Ritchie (2003) developed simi-
lar factors, but categorized them into five general
industry levels as well as mainstream tourism des-
tination attractiveness attributes including: Sup-
porting Factors and Resources; Core Resources
and Attractors; Destination
It is interesting to see that both research studies
such as Crouch and Ritchie (2003) and Dwyer et
al. (2001) revealed similar competitiveness factors.
The only difference is the descriptive terms which
are used by these researchers and other studies such
as those carried out by Kozak and Rimmington
(1999), Wilde and Cox (2008). In addition to this,
scholars (such as Buhalis, 2000; Dwyer & Kim,
2003; Hassan, 2000; Kozak & Rimmington, 1999;
Mihalič, 2000; Wilde & Cox, 2008) also identified
a destination's resources as universally important
factors in determining its competitiveness.
3
LANGKAWI ISLAND AS TOURIST
DESTINATION
Many scholars claim that competitive destination
is one which brings about the greatest success not
only in developing a particular destination but
increase in tourists' arrival or receipt, market share,
and that is, the greatest well-being for its residents
on a sustainable basis (Crouch & Ritchie, 2003).
In line with this notion, Malaysia government
through Ministry of Tourism continually is proac-
tive in promoting the nation by using all the avail-
able tourism resources in making this country as
competitive destination. Attractions like shopping
with duty-free prices, conventional tourism like
diving, flora, fauna, cultural, heritage and now
step—up promotion for gastronomic, eco-business
tourism, sports, Meeting, Incentive, Convention
and Exhibition (MICE) tourism and many others
while committed in preserving Mother Earth for
future generations well-being are some the initia-
tive undertaking.
In 2010, tourism has been allocated RM899
million (approximately US$ 267.4 million) and
this funding has increased the revenue for local in
capitalizing the economy. RM36 millions of tour-
ist arrival and RM168 billion in revenue are set by
the government in with the 2020 Vision for tourism
industry (MTPB, 2012).
In making competitive destinations, some of
the popular islands are also included. Langkawi
besides Penang, Tioman since the inclusion of it
as a prospective competitive tourist destination
in 1975 is one of the popular destinations aggres-
sively developed. It was first declared as a tax-free
island in order to draw more visitors to shop and
spend besides appreciating the exotic beauty of the
island.
The rapid investments by the federal government
and the private sector can still be seen in making
Langkawi at least compatible with Phuket and Bali
Island. Not only that, in positioning Langkawi
as an international tourist destination Langkawi
2.3
Destination competitiveness measurement
approaches
The measurement of tourism competitiveness has
attracted many researchers indentation as they are
vital factors for the success of tourism destinations
(Crouch & Ritchie, 1999; Dwyer, et al., 2001; Go &
Zhang, 1997; Kozak & Rimmington, 1998, 1999;
Mihalič, 2000). A model of competitiveness par-
ticularly on the tourism sector is based on product
and service offered (Murphy, Pritchard & Smith,
2000). According to Dwyer and Kim (2003), there
are no single or unique unit indicators that can
exploit and apply to all destinations at all times.
However, there are two kinds of variables used
Search WWH ::
Custom Search