Tourism Policies and Plans in Turkey

Tourism Policies and Plans in Turkey Introduction The Republic of Turkey is situated on the borders where Asia and Europe meet, quite literally in the centre of the world. Throughout history, from the times of the Byzantine Dynasty through Alexanders Invasion and the Ottoman Empire, the present land of Turkey has been the home to many cultures. But Turkey has a lot more to offer than just different cultures. They have on offer beautiful landscapes, quality beaches and enough world history to satisfy a historian. With its wide plethora of natural and cultural assets, Turkey should be among the top most popular destinations. In 2014, at the height of Turkeys popularity, 42 million foreign tourists visited Turkey awarding them the rank of 6th most visited global destination that year, with many tourists traveling for their culture, spa and healthcare tourism. (UNWTO, 2015) But the numbers have gradually declined since then caused by political tensions, terrorist attacks, negative political image etc. All tourism related planning, strategies and actions are headed by the Ministry of Culture and Tourism. This department has been tasked with the protection and perseverance of Turkish culture and the administration of all tourism related activities in Turkey. For Turkey as a destination, it is this Ministry of Culture and Tourism that is designated with the title of Destination Management Organisation. The World Tourism Organisation (2007) defines a Destination Management Organization (DMO) as a body or organisation that is responsible for the co-ordinated management of all the elements that make up a destination like attractions, accessibility, marketing, human resources, brand, etc. These organisations are ultimately responsible for the planning, management and execution of all plans and policies, which have been decided or implemented in order to achieve their short term and long term goals for that destination.(Esmeralda Eleina, 2013) This paper aims at reviewing and critically analysing the tourism plans and policies of Turkey in place until 2023 within the parameters of branding, vision and monitoring and evaluation as detailed in their tourism plan titled Tourism Strategy of Turkey 2023 (2013) which was planned and will be executed by their DMO, The Ministry of Culture and Tourism and to gauge its effectiveness in turning Turkey into a competitive and sustainable destination. Literature Review DMOs are vital in developing and implementing tourism policies for the creation and maintenance of a sustainable and competitive destination. J.R. Brent Ritchie and Geoffrey I. Crouch (2003) explain tourism policy as a set of rules, directives, guidelines, strategies and the framework for tourism development. Vision James Tallant (2009) describes a vision as the state of an organisation in the future after it achieves 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 period 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 elements: Should be conveyed in a dramatic fashion to inspire and motivate Should enhance the development of a new product/service that in turn aids in the further development of other existing products/services. Should aspire to serve customers through a defined product portfolio that has been designed by the DMO and ensure the quality as well. Should be responsive to customer needs. Should ensure the sustainable growth of the destination for the benefit of its stakeholders Branding According to J.R. Brent Ritchie and Robin J.B. Ritchie (1998), branding should encapsulate either a name, symbol, or logo that identifies and differentiates a destination from others.   It must be unique, and reinforce the positive experiences of the destination. For a destination, a brand bridges the gap between its given assets and the perceptions of potential visitors (Morgan, Pritchard, Piggott, 2002). Qu (2011) states that destination brands serve two main functions; identification and differentiation. As with singular 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 level of awareness, the consumer cannot have perceptions on the destinations image, quality, etc. The elements of a good destination brand are as follows: It should be unique, identifiable and recognisable It should use pleasing aesthetics to appeal to the target market and enhance recognition and emotional response. It should be culturally relevant. It must stand the test of time It should be easily reproduced across multiple media formats like print, online, billboards, etc. (Morgan, Pritchard, Pride, 2007) (Hankinson, 2005) Monitoring and Evaluating Much attention has been directed to the implementation of tourism strategies. Pressman and Wildavsky (1973) state that with the increased attention to policy implementation since the 1970s, the interest in policy evaluation has also proportionally increased. By incorporating monitoring and evaluation at the very beginning of policy formulation, the type of information and indicators required can be specified in advance of the implementation of the tourism policy. (Hall Jenkins, 1995) The long term sustainability and competitiveness of a destination is directly linked to its ability to adapt to and evolve with fluid market conditions. Monitoring and evaluating is important in identifying future opportunities and challenges for the destination to improve performance and sustainability over time. (Sr., Allen, Swanson, Smith, 2008) Research has shown that effective monitoring and evaluation should comprise of the following: Possess key performance indicators that were developed and agreed upon during the conceptualisation stages of the policy Possess a regular performance monitoring review process Identify relevant performance monitoring tools, methods and certification options to assist in monitoring and evaluating performance Consider the economic, environmental and social impacts on the destination and stakeholders Measure sustainability and competitiveness over time against agreed industry benchmarks Identify strategies for continual improvement to achieve best goals Communicate and report on performance achievements with stakeholders, including customers Identify strategies to leverage performance achievements with funding agencies, suppliers and statutory bodies. (Miller Twining-Ward, 2005) (Rio Nunes, 2012) Policy Review In this section, the parameters of Vision, Branding and Monitoring and Evaluation 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 market Vision: The 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 follows; With the adoption of sustainable tourism approach, tourism and travel industry will be brought to a leading position for leveraging rates 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 articulate with problems caused by its length and its business style tone and hindered by the unnecessary 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 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 put 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 being 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 analysis 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. Branding The branding 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 make them popular destinations among the tourists. Istanbul is being given more preference as it was designated the Cultural 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 country and facilitate more options for the domestic as well as international 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 ambitious 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 focussing 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 remains 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 understand 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 steps 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 Evaluation: Credit should be given to The Ministry of Culture and Tourism for understanding the importance of monitoring and evaluating the performance indicators in Turkeys tourism system. But the Tourism Strategy of Turkey 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 facet 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 National 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 various public and private sector entities. After analysis the repository 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 provide 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 they hope the new monitoring review process will commence Conclusion After 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 their listing of certain specific goals regarding market placement and their product differentiation. References Esmeralda, S., Eleina, Q. (2013). Role of Destination Management Organization in Developing Sustainable Tourism in Korà §a 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). Destination brand images: a business tourism perspective. Journal of Services Marketing, Vol. 19 Iss: 1, 24 32. Kantabutra, S., Avery, G. C. (2010). The power of vision: statements that resonate. Journal of Business Strategy, Vol. 31 Iss: 1, 37-45. doi:http://dx.doi.org/10.1108/02756661011012769 Konecnik, M., Gartner, a. W. (2007). Customer-Based Brand Equity for a Destination. Annals of Tourism Research, 34, 400-421. Miller, G., Twining-Ward, L. (2005). Monitoring for a Sustainable Tourism Transition: The Challenge of Developing and Using Indicators, ISBN: 0-85199-051-7. Oxfordshire, U.K.: CABI Publishing. Ministry of Culture and Tourism. (2013). Tourism Strategy of Turkey 2023, ISBN 978-975-17-3281-1. Ankara, Turkey: T.R. Ministry of Culture and Tourism Publications. Morgan, N., Pritchard, A., Piggott, a. R. (2002). New Zealand, 100% Pure. The Creation of a Powerful Niche Destination Brand. Brand Management, 335-354. Morgan, N., Pritchard, A., Pride, R. (2007). Destination Branding; ISBN : 0750649941. Oxford, UK: Butterworth-Heinemann Ltd. Pressman, J. L., Wildavsky, A. (1973). Implementation, ISBN: 9780520053311. Oakland, U.S.A.: University of California Press. Qu, H., Kim, L. I., Hyunjung, H. (2011). A Model of Destination Branding: Integrating the Concepts of the Branding and Destination Image. Tourism Management, 32, 465-476. Rio, D., Nunes, L. (2012). Monitoring and Evaluation Tool for Tourism Destinations. Tourism Management Perspectives, Volume 4, 64-66. Ritchie, J. B. (1998). THE BRANDING OF TOURISM DESTINATIONS PAST ACHIEVEMENTS FUTURE CHALLENGES. Annual Congress of the International Association of Scientific Experts in Tourism. Marrakech, Morocco. Ritchie, J. B. (1999, June). Crafting a value-driven vision for a national tourism treasure. Tourism Management, pp. 273-282. Ritchie, J. B., Crouch, G. I. (2003). The Competitive Destination: A Sustainable Tourism Perspective; ISBN: 085199847X, 9780851998473; . CABI Pub. Sr., D. E., Allen, M. D., Swanson, J., Smith, G. (2008). Tourism Policy and Planning, ISBN: 978-0-7506-8557-3. London: Butterworth-Heinemann Ltd. Tallant, J. (2009). Importance of Vision, Mission, and Values in Strategic Direction. Business Economics Journal, 3. UNWTO. (2007). A Practical Guide to Tourism Destination Management, ISBN: 978-92-844-1243-3, . Madrid, Spain: World Tourism Organization. UNWTO. (2015). UNWTO World Tourism Highlights. Madrid, Spain: World Tourism Organisation Publications, DOI : 9789284416899.

How Traditional Family Cultural Survive in the Future Essay

Traditional businesses are essential and important for a country. These reveals the lovely culture and habits of nation. These are the most attractive places where foreigners visit whenever they arrive to the land. Foreigners also buy traditional products which is difficult to be bought in their places and be placed at their home for their arrival and remembrances of the places where they visited. Not only for foreigners but also for local people, traditional products show how a person love culture and tradition of that nation. They play an important role in the standard of nation, so it is impossible for them to be disappeared although they get a little way to success. When a country becomes more developed, there is a lesser number of traditional business. The other business are favored and traditional businesses are transformed into these businesses because they are relatively more easy to succeed and can get more profit. Traditional businesses are made by humans and cannot be subs tituted by others. Therefore, they are too expensive for basic people to buy and use them. The other substituted things are processed by machines and standardized. They produce in large quantities and get economy of scale and can be sold in low price. The basic choose the cheaper one for their daily use how much they love their tradition. But the country is based on basic class, not on upper class. The demands go down and traditions have to depend on foreigners and upper class, especially. There is a little chance for every traditional culture business to survive although it cannot be disappeared from the market. All have to transform and innovate new things. Their management style, production process orientation have to be upgraded. Almost all traditional businesses are sole traders. Their finances, profession and ability to do are limited. Only the person who leads the business decide what to do, how to do and who have to do. The other member are not included in the decision, the other members of the family or the floor workers. They have to change this because one’s profession is limited, the decision may be very fast but may not be as good as one deciding by many. They do not have any accurate documents. Some only have Cash Book, Debtors’ book and Creditors’ book. They never draw any financial statement and never check their income and expenses. Some firms may not have any of these, they keep the cash to the drawers when something is sold. And at the end of the day, they keep it to the drawer. And also their pricing, they set the price above the cost of production. Prices are not set stable. Customer has to have full knowledge to get goods with right price. The production processes are made to be smooth. Not all the processes let human make. Making traditional things must be made by human but aided by machine. It can lessen time, make lower cost of production and can control the quality. Machines are more accurate than human. For example, in the process of making pots, they are fired with woods by humans. Instead of this ovens can be replaced. They can be fired with accurate temperature and woods do not need. It can lessen the cost and wages can be reduced. To do these, technology is the key point. Nowadays, we do business in production orientation. We do the best, but we do not know what the customers need, we do not find what they want from us. We have to change into marketing orientation. We must find out what customer needs, how can we fulfill their wish. We have to research on the market. People are bored when they get the only one thing. They always want newest thing, they always seek in us. We have to make innovation based on the tradition. It is important to have great care not missing tradition. foreigners are main customers for the traditional market. Although we can produce the products, we are weak in market distribution. so, we should need organization to improve traditional business. we should make internet website about traditional business. we should make knowledge distribution of tradition to the local. we should connect with travel& tourism .so ,they introduce to visit our industry. And we explain the production process step by step thoroughly .we should create the design update. In traditional job, main problem is rare raw material. If we meet this problem , we should think the another way to substitute with other.

Fraternal and Identical Twins

Not all twins act the same, even the ones that are identical. They may come about the same way. Fraternal and Identical Twins have some of the same traits but are definitely not the same. All twins, whether fraternal or identical, are truly two separate unique individuals.There are four different types of twins. The first is fraternal twins that either never divided or divides within the first four days and have two separate amniotic sacs and placentas. This is included for almost all fraternal twins. The second is Identical twins that share the same placenta, but have two amniotic sacs.This occurs when the embryo splits in 4-8 days and is most likely to occur in 60-70% of all identical twin pregnancies. The third is also identical twins that share the same amniotic sac and appear when the embryo splits after 9 days.The last and most uncommon type of twins are the conjoined twins, which occurs when division takes place later than 12 days after fertilization. This can cause the embryo ’s to become joined together on some part of their body. Identical Twins are most unique. They are the most admired and sometimes the most notable.It is believed by most that this is the most common type of twin. This is not a proven fact because fraternal twins have become the norm, while identical twins have become somewhat of rarity. There are 3 different ways that identical twins can develop and be carried:The first case is where there is only one placenta that feeds the babies, but there can be two amniotic sacs. When there is 1 placenta and 2 amniotic sacs then the pregnancy is referred to as having an identical pregnancy. Twins may also occur from invitrofertilization.This is when several  fertilized eggs are placed inside the mother, with the hope of one of them becoming an embryo. This can sometimes lead to one or more of the eggs becoming an embryo. Identical twins share a single egg but are fertilized by one sperm. The egg splits into two identical halves.This us ually takes place within the first few days of fertilization. Identical twins share the same DNA and are always the same sex and same blood type. However, they do not have the same fingerprints. This is somewhat a shocker since most of the TV detective shows often portray identical twins that are identical in every way.Scientists believe that the reason that this is not prevalent is because they often don’t have the same exploratory pattern as the opposite twin. While in the womb, they do share the same placenta. Identical twins are similar in appearance and are relatively easy to tell apart.They also seem to occur randomly, three out of 1000 births. This is why they less common as fraternal twins. Fraternal twins come about when a woman releases two separate eggs at the same time. The eggs are fertilized by two separate sperm. Fraternal twins can be the same sex and blood type.They have become more common among older women over the age of thirty-five. There is still a lot of research as to why this is so for mature women. Fraternal twins also have separate placentas and don’t share the same of anything. They have the most distinct features but you can be able to tell them apart.Some of the most recognizable fraternal twins would be Mary-Kate and Ashley Olsen. They look identical but are fraternal twins who look so much alike in appearance. This can cause the person with keen eyes to be easily deceived into thinking that they are identical twins.Scientists also think that fraternal twinning may be due to hereditary influences. It has been studied that more women commonly have several sets of fraternal twins throughout many generations in the family. It is a common misconception that twins only come from the mother’s side.This is found only to be true when the father is the one with twins in the family or is a twin himself. The male’s parent can have several sets of twins and still may not be in indicator as to where they will actual ly have twins themselves.The male only provides the sperm. The female is the only one who releases two eggs at the same time. This is where the mother’s genes become the one that has created the twins. The female can inherit the gene from the grandmother or aunt on her father’s side. Some people have the misconception that the mother inherits the twin gene from the mother’s side. Clearly, this isn’t the case. It also is more common in women of African descent to have twins and less in women of Asian descent. It is easier to tell the differences after the twins are born.Fraternal twins are about as alike as a brother and a sister. Most people have heard or even actually seen an episode of Maury Povich where some women are certain that their fraternal twins share the same father. It becomes a shocker when Maury announces that one man â€Å"is the father† of one child, while he is not the father of the other. Talk about a jaw dropper. That means that the mother had sex with two different men, in a small time frame. Development issues can also indicate whether your babies are twins or not.Identical twins usually have very similar developmental patterns. They do things often within days of each other, which means you might see them speaking and walking at different times but within days. Fraternal twins may have wide differences in these patterns.There may be one twin who is equal to the developmental stage that is recommended at their age and the other one who may   need a little more time to grow. This doesn’t mean they will have developmental issues down the line but rather they need more time to develop.In conclusion, fraternal twins are composed of two separate eggs and sperms, while identical twins come from the same fertilized egg that has been split in two. Fraternal twins vary in their appearance, while identical twins tend to look the same.Fraternal twins may grow at different rates, but identical twins will fol low the same pattern of growth. It almost makes you wonder if what researchers believe to be true, everyone is born with a twin. If that is the case, there are one more of you running around the world. This could be a good or bad thing, which are you?

The Role Of Policies And Procedures For Children And Young...

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The five outcomes ensure children’s and young people’s needs are met and have the support they need to be healthy: to be safe, to enjoy and achieve, make a positive contribution and achieve economic well-being. The law ensures that every child is mentally, emotionally and physically fit and obtaining the care that meets their needs. For example, in children’s residential home children will be encourage to eat a healthy balance diet. By providing a nutritious diet for the child the residential workers are meeting the child’s right to be healthy. 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