Download Destination Benchmarking: Concepts, Practices and Operations by Metin Kozak PDF

By Metin Kozak

Develops a selected benchmarking method proper to foreign tourism locations. This e-book evaluates varied ways to benchmarking, and their software inside tourism

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Additional resources for Destination Benchmarking: Concepts, Practices and Operations

Sample text

This means that a hotel organization’s accounting department would look at the accounting department of a manufacturing organization that has been identified as having the fastest operations. It is believed to be easier to obtain data in such arrangements as best-in-class organizations are more likely to share their experiences. However, generic benchmarking can take a long time to complete, and research outcomes may need a lot of modification in order for organizations to set their own standards.

In light of these observations, it is obvious that the benchmarking model needs further development. Thus, the following chapter will attempt to discuss the possible scope of destination management, identify the main reasons for establishing a destination benchmarking study, provide an overall model for those wishing to exploit their performance levels and then analyse its main components. 03Destination Chap 3 10/11/03 10:42 Page 34 Towards Destination Benchmarking 3 Introduction As a first step towards preparing and performing destination benchmarking research and therefore indicating where and how to be competitive, this chapter attempts to identify the main reasons for establishing a destination benchmarking study, discusses the possible scope of destination management, provides an overall model for those wishing to exploit their performance levels and then analyses its main components.

01Destination Chap 1 12 10/11/03 10:42 Page 12 Chapter 1 benchmarking process to improve the standard of cleanliness on trains. The survey results indicated that cleanliness was the most sensitive dimension for customers. British Airways was selected as a partner because a team of 11 people cleans a 250-seat Jumbo aircraft in only 9 min. After the benchmarking exercise, a team of ten people were able to clean a 660-seat train in 8 min (Cook, 1995). Moreover, giving an example from the manufacturing industry, Rover, a car manufacturing company, not only selected Honda, another car manufacturing company, as a partner for benchmarking but also benchmarked itself with IBM and British Airways although these are in a totally different industry.

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