‘Analysing Turkey’s National Tourism Organisation with insight to its’ current and future plans’
In a moment when European destinations are undergoing an economic slowdown, Turkey is emerging as a value-based destination. The tourism sector in Turkey has grown rapidly and now constitutes an important part of the economy of Turkish towns and cities. ‘In addition to the sea-sand-sun tourism, Turkey offered alternative forms of tourism such as winter, highland and health tourism, as well as nature sports, making it one of the most preferred tourist destinations across the world.’ (NA 2009:1)
With the globalisation, countries wishing to increase their international tourism have been forced to expand their product-markets. ‘A country wants to enter foreign market to “take advantage of market potential by expanding there and to learn from customers and competitors in a leading market”’. (Johansson 2009:99) According to Cavusgil in 1981, and Kumar and Joachimsthaler in 1994 the development of market entry strategy involves three steps: screening stage, identification stage and selection stage. This strategy helps identify possible candidates to create strategic alliances with.
Therefore, this report will analyse Turkey’s Tourism Organisation, discuss its choice of branding and will attempt to evaluate the current strategy adopted. It will end by recommending any re-branding for Turkey’s future viability and success.
Role of the National Tourist Organisation (NTO)
The main role of a NTO is to market a country as an international tourist destination, therefore increasing the number of visitors to the destination promoted. They usually have headquarters in their home country, as well as offices throughout the world. This depends on the importance they allocate to international tourism in respect to the domestic one. Some NTO’s have a role when helping the government create policies and products that affect tourism. ‘A National Tourist Office (NTO) naturally counts potential visitors as its prime clients. But it will also seek to satisfy the needs of many intermediaries in its selected markets, such as tour operators, retailers and the media. Additionally it must satisfy stakeholders in its destination….it must also satisfy its destinations’ residents in so far as tourism impacts on their way of life and environment.’ (Vellas & Becherel 1999:185)
Current market share
“Turkey has a share of 2.5% in the world tourism market. The country registered tourism revenue of $15.9 billion in 2004, and was ranked the eight country in the world in terms of biggest tourism revenue after China.” (Tourism American Chamber of Commerce) According to the TACC (Tourism American Chamber of Commerce), Turkey registered a ‘record breaking’ 21.1 million visitors in 2005, which represented an increase of 20.4% and 17.9 million in 2004, which represented 24.9% growth in arrivals. When trying to establish the revenues, an essential factor is comparing it to other countries. In 2005, the growth of tourism in Israel and Croatia was 7%, while in Spain it was limited to 6%. This demonstrates the ‘boom’ effect Turkey’s tourism has had in the past years. According to the World Tourism Organisation Turkey, the target that was initially set to be reached by 2010 was 30 million tourists, but with its results of 2005, Turkey had already exceeded this amount, establishing a new goal of 50 million by 2010.
• Current Marketing strategy & MOT
“Tourist arrivals in Turkey were on a upward trajectory from 1998 until 2005 , moving it into one of the top 10 in the world in respect to arrivals and receipts.” (Cai & Gartner year?) Tourist arrivals have since then shown a decline in numbers, mostly due to brand effect on equity. Strategies adopted in the current market have included second home developments for foreign residents, and offers of low holiday packages, especially when taking in count the less-cheap foreign package offers....
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