Dynamisation of governance approaches in destination management by leadership elements: the case of Cyprus
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1) Cyprus has traditionally relied on a Fordist model of beach tourism but is now trying to transition to a more diversified, post-Fordist approach. 2) However, the decentralization of governance has been only partial, and regional tourism boards still lack funding and autonomy from the national tourism organization. 3) Many small businesses in rural areas also have low professional capacity, hindering development of sophisticated tourism products. 4) A few innovative businesses have succeeded independently but do not cooperate with regional boards due to the boards' structural weaknesses. Strong leadership is still needed to fully transition destinations away from the old Fordist model.
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Dynamisation of governance approaches in destination management by leadership elements: the case of Cyprus
- 1. Dynamisation of governance approaches in destination management by leadership elements: the case of Cyprus Andreas Kagermeier Trier University, Germany Session: Challenges for Destination Governance Approaches in the Era of Post-Fordism at the AAG Annual Meeting, March 29 - April 2, 2016, San Francisco From Fordist to post-Fordist production schemes ⢠Fordist period: marked by standardised products created efficiently in large quantities (Economies of Scale) ⢠Tourism offer in the second half of the 20th century focused on low- cost standardised products â monopolistic structures a small number of tour operators dominating â integrated trusts (including transportation and accommodation) ⢠Mediterranean: greatest global concentration of tourism activities generating around a quarter of global revenue from tourism => prototype of Fordist production scheme â Standardised hotels along the coastline for uniform beach tourism dominated the development in the last decades of the 20th century â Beach tourism a simple and standardised product â Individual stakeholders were able to deliver the whole product along the touristic service chain (distribution, transport, accommodation, restaurant and activities) â Cooperation in Mediterranean beach tourism was generally limited Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 2 Tourism CY Findings ConclusionIntroduction
- 2. From Fordist to post-Fordist production schemes ⢠Role of destination marketing organisations (DMOs) was usually rather limited. â promoting the respective destination with a superficial image. â not involved in the operational business â strategic functions were limited ď governance requirements were limited ⢠Late 20th century: post-Fordism as production and consumption scheme gaining importance ⢠production more flexible ⢠importance of interaction plays a larger role . âeconomies of scopeâ ⢠networks play a much larger role ⢠Differentiated consumption patterns as main motive for the change from Fordist to post-Fordist production schemes => broader, more individualised range of products and services ⢠Internet facilitating commercialisation of products from the Long Tail Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 3 Tourism CY Findings ConclusionIntroduction From Fordist to post-Fordist production schemes ⢠New lifestyle groups demand differentiated products (such as wellness, cycling, hiking, nature-based offers) ⢠Customer segmentation and products for smaller target groups in search of specific experiences became much more important. ⢠Today, customers are often actively involved in the production of their âflowâ experiences increasingly changing their role from traditional consumers to active âprosumersâ ⢠Linking post-Fordism and post-modernity ⢠The post-modern tourist seeks authentic experiences ⢠Hybrid forms of vacation with merged elements of cultural, sport or wellness tourism (often rounded off by culinary arts) ⢠Production side: different stakeholders have to be involved ⢠Interaction and cooperation are increasingly becoming the key factor ⢠Role of DMOs is changing significantly (moderators and mediators in the product development process) Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 4 Tourism CY Findings ConclusionIntroduction
- 3. Typology of Governance-Structures Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 5 Source: Own design following FLAGESTAD & HOPE 2001, p. 452 Ski corporation COMMUNITY MODEL CORPORATE MODEL Independent operator LocalTourist Board Local government Tourism CY Findings ConclusionIntroduction Typology of Governance-Structures Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 6 Source: Own design following HALL 2011, p. 443 and BODEGA et al. 2004,p. 17 Non- hierarchical Hierarchical Private actorsPublic actors HIERARCHIES COMMUNITIESNETWORKS MARKETS ACTORS STEERINGMODE Steering Mode and Actors (HALL) Low High HighLow Constellation Model Governed Model Community Model Corporative Model CENTRALIZATION DENSITY Centralisation and Density of interaction (BODEGA, CIOCCARELLI & DENICOLAI) Tourism CY Findings ConclusionIntroduction
- 4. Typology of Governance-Structures Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 7 Source: Own design Non- hierarchical Hierarchical PrivatePublic Stakeholders Steeringmode Tourism CY Findings ConclusionIntroduction Cyprus in the stagnation phase of its beach tourism life cycle Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 8 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 Source: Own design using data from www.mof.gov.cy 2016 Arrivals of tourist in the Republic of Cyprus from 1980 to 2015 Tourism CY Findings ConclusionIntroduction
- 5. Stagnation of Fordist product Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 9 Source: authors own photos Tourism CY Findings ConclusionIntroduction Strategic Plan for Tourism 2000-2010 ⢠Should mark a turnaround of this Fordist top-down approach ⢠Part of the repositioning strategy ⢠Clear orientation towards regional governance approaches was declared: âWithin the framework of Cyprus repositioning strategy each region will be called upon to prepare its own Regional Strategy. Each region will have its own vision regarding its tourist growth and will focus on developing the right product to fit the needs of market segments it will choose to targetâ (CTO, 2000, p. 7). Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 10 Tourism CY Findings ConclusionIntroduction
- 6. Cyprus tourism map Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 11 Source: Authorâs design based on: www.mapsfordesign.com Nicosia Limassol Agia Napa Morphou U. K. Sovereign Base Area U. K. Sovereign Base Area United Nations Buffer Zone United Nations Buffer Zone Paphos Polis Akrotiri PAPHOS LIMASSOL LARNACA KYRENIA Mediterranean Sea Mediterranean Sea NICOSIA FAMAGUSTA Kyrenla Paralimni Famagusta Larnaca 0 10 20 km ď ďď Troodos Gebirge r r r Mesaoria ď ď ď ď 9 9 9 9 9 Salamis Choirokoitia Kourion St. Hillarion Buffavento Kantara Varosha _ _ _ _ _ _ Tourism CY Findings ConclusionIntroduction Rural ⌠cultural ⌠natural ⌠tourism Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 12 Tourism CY Findings ConclusionIntroduction Source: authors own photos
- 7. Cyprus in the stagnation phase of its beach tourism life cycle Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 13 Source: Own design using data from www.mof.gov.cy 2016 Overnight stays in different regional destinations 0 2 4 6 8 10 12 14 16 18 20 Mio.Overnightstays Troodos Nicosia Paphos Limassol Larnaka Agia Napa/Paralimni Tourism CY Findings ConclusionIntroduction Cyprus tourism map Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 14 Source: Authorâs design based on: www.mapsfordesign.com Nicosia Limassol Agia Napa Morphou U. K. Sovereign Base Area U. K. Sovereign Base Area United Nations Buffer Zone United Nations Buffer Zone Paphos Polis Akrotiri PAPHOS LIMASSOL LARNACA KYRENIA Mediterranean Sea Mediterranean Sea NICOSIA FAMAGUSTA Kyrenla Paralimni Famagusta Larnaca 0 10 20 km ď ďď Troodos Gebirge r r r Mesaoria ď ď ď ď 9 9 9 9 9 Salamis Choirokoitia Kourion St. Hillarion Buffavento Kantara Varosha _ _ _ _ _ _ Tourism CY Findings ConclusionIntroduction
- 8. Identification of the core constraints ⢠Delimitations of regional destinations perpetuating the dependency of the hinterland Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 15 Tourism CY Findings ConclusionIntroduction Wine Routes Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 16 Source: CTO 2008
- 9. CSTI: Discover the real Cyprus (Village routes) Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 17 Source: csti-cyprus.org 2008 1. Limassol District 2. Larnaka (Orini) District 3. Famagusta District (Red Earth and Windmills) 4. Troodos Green Heart of Cyprus 5. Pitsilia 6. North Pafos and Akamas Identification of the core constraints ⢠Delimitations of regional destinations perpetuating the dependency of the hinterland ⢠Incomplete, partial decentralisation Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 18 Tourism CY Findings ConclusionIntroduction
- 10. Incomplete, partial decentralisation ⢠Six regional boards initiated by the CTO since 2002 ⢠Regional strategy studies commissioned (financed) by the CTO ⢠No substantial own funding for the regional tourism boards ⢠About 10,000 ⏠for material expenses from the CTO ⢠Regional tourism brochures still published by the CTO ⢠Local tourist information offices still run by the CTO => Perpetuation of the centralised approach Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 19 Source: CTO Tourism CY Findings ConclusionIntroduction Identification of the core constraints ⢠Delimitations of regional destinations perpetuating the dependency of the hinterland ⢠Incomplete, partial decentralisation ⢠Dominance of SMEs in the hinterland with low level of professionalism Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 20 Tourism CY Findings ConclusionIntroduction
- 11. Dominance of SMEs in the hinterland with low level of professionalism ⢠Most of the stakeholders who run the tavernas, guest houses, craft- shops and activity-oriented agencies hold small-scale, family-run enterprises that sometimes lack the competencies (Peters, 2005) required for providing sophisticated post-Fordist products. ⢠The regional core competencies (Pechlaner et al., 2006b) have only been developed to a small extent. ⢠Regarding stakeholdersâ strategic orientations, most can be described as âdefendersâ and âreactorsâ. ⢠Avci et al. (2011) consider these types of stakeholder to be typical of developing countries. ⢠Occupancy rates of about 15 per cent (Kaufmann et al., 2012, p. 269) = weak performance of rural tourism accommodation facilities ⢠Booking platform by the CTO, but without any further option for activities (www.agrotourism.com.cy) Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 21 Source: CTO Tourism CY Findings ConclusionIntroduction Identification of the core constraints ⢠Delimitations of regional destinations perpetuating the dependency of the hinterland ⢠Incomplete, partial decentralisation ⢠Dominance of SMEs in the hinterland with low level of professionalism ⢠Isolated actions by potential leaders Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 22 Tourism CY Findings ConclusionIntroduction
- 12. The role of potential leaders ⢠Regional tourism boards only partially assume the role of leaders ⢠SMTE incapable of organising themselves ⢠Can âprospectorsâ and âanalysersâ (Avci et al., 2011) be identified which could play a crucial role as innovation motors ? Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 23 Source: CTO Tourism CY Findings ConclusionIntroduction Innovative stakeholders as possible leaders? Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 24 Cyprus Villages at Tochni (www.cyprusvillages.com.cy) Source: authors own photos Ayii Anargyri Hotel in Miliou (www.aasparesort.com) Library-Hotel in Kalavassos (libraryhotelcyprus.com)
- 13. The role of potential leaders Expert interviews with the owners or managers of these enterprises ⢠They do not cooperate with the regional tourism bodies. ⢠Explicitly distance themselves from regional tourism development activities and develop their products independently. ⢠Rely on their own ability to promote their products. ⢠Succeeded in developing a niche in the tourism market ⢠Do not want their USP to be disseminated throughout the region ⢠Organisational distance from regional and national structures is explained by the structural deficits and weak consideration of (post- Fordist) products ⢠See no advantage in cooperating as long as the structural conditions remain the same. ⢠Lack of potential win-win situations is the main reason why they act independently Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 25 Tourism CY Findings ConclusionIntroduction Conclusion Andreas Kagermeier AAG 2016 (SFO): Destination Governance Cyprus 29 March â 2 April 2016, Slide 26 ⢠Top-down approach applied by the responsible public body at the national level is only partly facilitating the development of self-organised regional structures ⢠Dominant private stakeholders â representing the traditional sun-and-sea segment â not willing or capable of assuming a leadership role in the reorientation process ⢠Providers of new innovative products are often too small and poorly organised to achieve competitive product quality and to gain market access ⢠Innovative stakeholders who have the capacity to invest in new products independently and to gain market access are acting in an isolated fashion. ⢠So they fail to act as innovative entrepreneurs who could lead the destinationâs restructuring process. ⢠Leadership approaches do not develop by themselves. ⢠If DMOs are unable to assume the leadership role on their own, requiring masterminds from the private sector to implement leadership-based strategies, adequate destination management structures are an indispensable precondition. Tourism CY Findings ConclusionIntroduction