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Destination Branding
旅游地品牌
In a globalizing world, where movement has been increasingly easy and accessible, tourism destinations are increasingly competing in an attempt to attract tourists into their areas. Many places are adopting branding techniques in an attempt to differentiate their identities and to emphasize the uniqueness of their offerings. As discussed in last chapter, Kyoto as one of the most popular destination in domestic and Asia tourism market, but still far away from the successful destination for rest of the world, which means the destination branding has not been well conduct or put into practice or the destination brand identities has not been oriented.
在一个全球化的世界中，旅游目的地的活动已经越来越容易和方便，越来越多的竞争，企图进入他们的领域，以吸引游客。很多地方都采用了品牌的技术，企图来区分他们的身份，并强调其产品的独特性。在最后一章讨论，作为一个在国内和亚洲的旅游市场中最热门的目的地，但还是成功的目的地，这意味着世界各地的旅游目的地品牌没有得到很好的执行或付诸实践或远离京都目的地品牌标识一直没有导向。
There are some good examples of destination branding in far-east, such as “New Asia - Singapore” which approached by STB (The Singapore Tourism Board) has offer an new image of the place itself, attract twice as many visitors to Singapore each year than its own population, the local cultures have been appropriated for tourism and has since taken on the reality of a cultural and discursive category in Singapore (Can-Seng, 2002); Despite the recent global decline in international tourism, Thailand, a far-east Asia country still enjoy the number of visitors who travel to Thailand continues to increase. “Amazing Thailand, Amazing Value.” This well-known slogan which approached by TAT (The Tourism Authority of Thailand) has draw visitors worldwidely.
有目的地品牌在远东一些很好的例子，如“新亚洲 - 新加坡”走近STB（新加坡旅游局）的地方本身提供了一个新的形象，吸引更多的两倍多，每年到新加坡的游客比本国人口，当地文化旅游业已拨，历经类（CAN-2002年生）在新加坡的文化和话语的现实，尽管近期全球股市的下跌在国际旅游，泰国，远东亚国家仍然享受谁前往泰国继续增加的游客数量。 “神奇泰国，惊人的价值。”这个著名的口号走近TAT（泰国旅游局）已吸引世界各国。
The official tourism authorities play an important role in destination branding, and they would be the agencies to co-ordinate and promote tourism products. As Faulkner, etc. (2000, p.203) state that:
官方旅游管理局在旅游地品牌中发挥了重要作用，他们将是统筹和促进旅游产品的代理机构。
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“The essential advantage of branding is that it creates a favorable position for the destination and its integral products, enabling clients to distinguish it from competitors on attributes which are significant to their motivations. This can be expressed as the destination’s brand personality, ……. is a process that can be likened generically to destination image management, requiring development of a destination image that is well positioned in relationship to the needs and wants of the target market, the image of competitor destinations and of course the deliverable attributes of the destination.”
If the destination tourism authorities want attract visitors world widely and want give the visitors a pervasive sense of place, not just a jumble of unreflecting experience, the authorities may have to recentring of culture in a place-product and marketing activities, identity of the destination through its branding, attempt to help tourists from an impression of the place that is close to what they want to promote. The brand identities of the destination constitutes a powerful tool of communication and promotions potentials, it should be ubiquitous in tourist information brochures, promotional materials, postcards and guidebooks. Depends on the brochures and travel guides that the author hold, it showed that none of the brand image or slogan could be found (see attached appendices) as well as on the official travel guide website.
如果目的地旅游当局想要吸引游客,想给世界各地的游客普遍意义上的地方,不就是一堆杂乱的浅薄的经验,政府可能不得不中心点的文化在一个地方的产品和营销活动,目的地的身份通过其品牌,试图帮助游客从一个印象的地方,是接近他们想推动。品牌的身份构成强大的工具的目的地沟通和推广潜力,它应该是无处不在的旅游信息宣传册、宣传材料、明信片和指南。取决于宣传册和旅游指南,作者认为,这表明,没有一个品牌形象或口号可以见附件附录以及在官方旅游指南网站。
Moilanen, T. and Rainisto, S. (2009) argued that a successful destination branding builds on complementing internal communication with highly coordinated service delivery systems, with organizational processes such as staff development and development of the physical infrastructure. The organizational structural of the travel industry, particularly with regard to the transportation system, are thought to the major and general factors instrumental to the location of tourist activities. The World Tourism Organization (1999, pp.7-8) suggested that a flourishing tourism sector requires:
“Development of the synergy between outbound, inbound and domestic tourism markets. Transport and accommodation facilities developed or facilitatd by government to serve these markets also serve broader economic objectives by improving communications, access and ease of movement to and within the country; The tourism development if effectively co-ordinated across government departments and particularly with environmental and transport policy.”
According to the question 11 of the interview in this paper, it obviously shows that the transport systems of Kyoto is not convenience for foreign visitors, which means the coordinated service and physical infrastructure has much more need to be improved. In a conservative business environment such as Kyoto, investments in tourism infrastructure are seen as risky and this applies to investments in cultural and heritage products in particular. This indicates the important role of the public authorities in creating incentives, co-ordinating and supporting the initiatives in a region.
CONCLUSIONS
结论
As mentioned previously, tourism is now the world’s largest industry and it will move further and faster than it ever has through the twenty-first century. Kyoto, the cultural capital of Japan, has traditional aspects and a long history of attracting foreign visitors, attracting cultural tourist for its extraordinary historical and cultural characteristics as well as its intangible ancient art masterpieces. In the international tourist market, the competitive environment is becoming increasingly uncertain, this stems from market globalization, intensification of technological and product innovation. In this context, Kyoto is facing huge challenges such as an uncertain economic environment and increasing competition, must now exploit its attractive elements in a strategic and managerial way to obtain a defendable competitive advantage.
如前所述，旅游业现在是世界上最大的产业，移动更快，比以往任何时候通过的二十一世纪。京都，日本的文化资本方面，具有传统和悠久的历史吸引外国游客，吸引文化旅游以其非凡的历史和文化的特点，以及其无形资产的古代艺术杰作。在国际旅游市场的竞争环境变得越来越不确定，这源于市场全球化，加强技术和产品创新。在此背景下，京都是面临着巨大的挑战，如不明朗的经济环境和日益激烈的竞争，现在必须利用其吸引人的要素在战略和管理的方式来获得一个可防御的竞争优势。
Cultural destinations are “experience providers”, in many ways that go far beyond the traditional parameters of money, time and infrastructure. The sustainable development requires all resources (destination, social, cultural, international and political) to be managed appropriately in a sustainable manner. In addition, in order to firmly establish its reputation worldwide, Kyoto should open its mind, act in a flexible way, associate with creativity. A high-quality workforce is required and can be achieved only through high standards of tourism education and training, especially in terms of adopting tourism management practices, integrating with global aspect, and boosting competitiveness through utilizing knowledge for innovation and new product development. It is vital for a destination to extend in to new markets by using suited marketing strategy, gain the knowledge of different types of tourist and motivation, and the reorganization of the expectations from different groups.
In summary, this article presents, discusses and evaluates some external environmental factors and managing issues of Kyoto cultural tourism. Cultural tourism is in an incredibly complex phenomenon today, Kyoto is facing the huge challenge and opportunity in a rapidly changing economic environment and the increasingly globalize market. The developing of Kyoto tourism and the improvement of managing performance are never ending, “thus culture may be ordinary, but cultural tourism arguably has the potential to become truly extraordinary” (Smith, 2003, p.175).
总之，这篇文章提出，讨论和评估一些外部环境因素和管理问题的京都文化旅游。文化旅游是一个令人难以置信的复杂的现象，今天，京都是面临着巨大的挑战和机会，在一个迅速变化的经济环境和日益全球化的市场。京都旅游和改善管理绩效的发展永无止境的，“（史密斯，2003年，第175页）。#p#分页标题#e#
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