WelDest framework and summary (English)

FRAMEWORK FOR HEALTH AND WELL-BEING DESTINATION DEVELOPMENTTelle TuominenSusanna SaariTurku University of Applied Sciences2014W

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Proj

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Reputation of the destination Authenticity

C

ultu

re

Seamless service chain for homogeneous customer experience provided by friendly, qualified staff

Hospitable atti tude and atmosphere in the desti nati on

Sust

aina

ble

deve

lopm

ent

Customer orientati on

V I S I O N & V A L U E S

DESTINATION MANAGEMENT• Organisati on for desti nati on

management & public-private network leadership

• Understanding health and well-being tourism concepts and demand

• Operati onal acti viti es• Evaluati on of the level of quality

& improvement

DESTINATION DEVELOPMENT• Systemati c parti cipatory strategic

desti nati on planning• Brand identi ty development &

management• Desti nati on level planning and policy

making supporti ng health and well-being tourism as well as health promoti on

• Conti nuous evaluati on & development of infrastructure and service off erings

TECHNOLOGY

SOCIETY ECONOMY

ECOLOGY P OLITIC S

Nature, natural assets, att racti ve scenery and environment

UTILIZATION OF RESEARCH

COMMITTEDCO-OPERATIONOFALLACTORS

Quality accommodati on,

restaurant & transportati on services

Wide off erings of quality services to enhance health, well-being &

relaxati on: wellness and medical treatments, sauna and pool faciliti es,

outdoor / indoor sports and possibiliti es to get mentally refreshed

Figure 3. Framework for developing a health and well-being tourism destination (Saari and Tuominen, 2014)

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Reputation of the destination Authenticity

C

ultu

re

Seamless service chain for homogeneous customer experience provided by friendly, qualified staff

Hospitable atti tude and atmosphere in the desti nati on

Sust

aina

ble

deve

lopm

ent

Customer orientati on

V I S I O N & V A L U E S

DESTINATION MANAGEMENT• Organisati on for desti nati on

management & public-private network leadership

• Understanding health and well-being tourism concepts and demand

• Operati onal acti viti es• Evaluati on of the level of quality

& improvement

DESTINATION DEVELOPMENT• Systemati c parti cipatory strategic

desti nati on planning• Brand identi ty development &

management• Desti nati on level planning and policy

making supporti ng health and well-being tourism as well as health promoti on

• Conti nuous evaluati on & development of infrastructure and service off erings

TECHNOLOGY

SOCIETY ECONOMY

ECOLOGY P OLITIC S

Nature, natural assets, att racti ve scenery and environment

UTILIZATION OF RESEARCH

COMMITTEDCO-OPERATIONOFALLACTORS

Quality accommodati on,

restaurant & transportati on services

Wide off erings of quality services to enhance health, well-being &

relaxati on: wellness and medical treatments, sauna and pool faciliti es,

outdoor / indoor sports and possibiliti es to get mentally refreshed

EndowEd rEsourcEs and quality services enhancing well-being

Together, these endowed resources (the outermost circle of the model) and the quality services

enhancing health and well-being (ellipse on the right side, below the arrow) create the core product at the health and well-being destination level. The reputation of the destination rests mainly on these endowed resources and on the quality of the services enhancing health and well-being.

According to WelDest research, the following are the key endowed resources for a health and well-being tourism destination:

• Nature, natural assets, attractive sceneryand environment

• Local culture• Authenticity• Reputationofthedestination

These endowed resources are the core pull factors, and thus the comparative advantage, of a health and well-being destination. They create the basis for health and well-being destination competitiveness. The key question is the recognition of these resources at the destination level and the subsequent utilisation of them for the creation of health and well-being services. Customers increasingly value local culture, heritage and authenticity — in other words, genuine, unique, local resources and traditions that are utilized for example,

in food and beverage, indigenous treatments, nature activities and the built environment. All actors in the destination should be responsible for the long-term sustainable deployment of these authentic resources. (See the framework model)

The core health and well-being destination product has to include the following: • Wideofferingsofqualityservicestoenhance

health,well-beingandrelaxation:wellnessandmedicaltreatments,saunaandpoolfacilities,outdoor/indoorsportsandpossibilitiestogetmentally refreshed

When choosing a health and well-being destination, customers highly value a modern, holistic, and wide service supply for doing something for their health. Most customers seem to have a broad definition of health: they are choosing a health and well-being holiday which can offer them relaxation, mental refreshment and an escape from everyday pressures. They especially appreciate diverse pool and sauna facilities, treatments, and outdoor activities, as well as beautiful nature, whereas the demand for medical services is clearly smaller. In any case, medical service offerings seem to strengthen the image of a destination as a real health and well-being destination to some extent. For diversification of service offerings, the target groups and their needs should be identified. Furthermore, a destination can be marketed as a health and well-being destination only after a critical mass of

special services has been reached. For example, spas can often be leading service providers in the health and well-being destination, but service volume can also be built with a pool of smaller actors. A public sector offering is also often an essential part of the critical mass of services. In any case the aim should be a holistic health and well-being tourism service supply i.e., a balanced offering for body, mind, and soul. (See the framework model)

supporting tourism sErvicEs

Standard tourism services are normally not the reason to choose a health and well-being destination, and therefore they are considered here as supporting tourism services:

• Quality accommodation, restaurant andtransportationservicesandothersupportingservices

Most of the services include both tangible (for example, food and interior in a restaurant) and intangible elements (for example, friendly customer service). From a customer satisfaction point of view, both elements must meet customer expectations. To enhance customer satisfaction, an infusion of well-being aspects into supporting services is advisable. This also applies to healthy food, which does not seem to be a service which attracts the visitor to the destination, but is nevertheless appreciated by many on the spot;

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this is true for the accommodation experience as well. Accessibility to the destination and within the destination is a factor slightly influencing the choice of destination and, to a wider extent, the usage of offerings in the destination. In accessibility issues, public–private cooperation is vital. (See the framework model)

sEamlEss sErvicE chain for homogEnous customEr ExpEriEncE provided by friendly, qualifiEd staff

General hospitality skills and specific professional skills in health and in the provision of well-being services form the basis for customer satisfaction. However, customers especially expect staff to have outstanding social skills. This is especially important in the health, wellness and well-being industry, which offers high-contact services such as treatments, as well as guidance in one’s personal well-being development needs. The recognition of customer expectations and service gaps, communication skills, and overall destination knowledge are among the competencies which should be emphasized. All these skills need to be updated by constant training both at the company and at the destination level.

Many health, well-being and wellness guests make use of services and infrastructure offered by several

companies, organisations and the public sector as co-producing actors within the destination. They value a seamless service chain which offers a homogenous overall health and well-being tourism product. Cooperation between different actors and a destination mind-set, are imperative. The service chain aspect in the framework model is in the shape of an arrow to illustrate the ongoing development process towards the vision and values of the health and well-being destination. (See the framework model)

EssEntial rEquirEmEnts guiding dEstination and company lEvEl dEvElopmEnt

The following development areas are constantly relevant for any tourism destination to succeed in a competitive environment:

• Sustainable development• Hospitable attitude and atmosphere in

thedestination• Customerorientation

Sustainable development includes three dimensions: socio-cultural, ecological and economic, which are pre-requisites for the long-term success of tourism destinations and the companies located there. Local residents’ positive attitude towards guests is vital in creating a welcoming atmosphere. Customer orientation should be a guiding principle affecting all staff levels,

management, service development and service provision, at both a destination and company level. This involves measuring and understanding customer expectations and satisfaction as part of customer orientation. (See the framework model)

thE dEstination managEmEnt and dEstination dEvElopmEnt procEss

From the strategic destination development and management point of view, the need to maintain, develop and communicate the competitive advantage, in other words the meaningful assets, services and competencies for destination competitiveness in the macro environment, dominate. In the framework, destination development interlinks with destination management because there is a clear need for the committed cooperation of all actors, or at least a need for a flow of information between the actors responsible for policy making, destination development and management, and service offerings. Research should be utilized on the destination management and development level. The destination vision, mission and values should be created collaboratively, and they should guide the choice of priorities as well as the key performance indicators in the long-term strategy for destination development. Destination development is an ongoing process, hence the arrow shape in the framework.

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Destination management covers the following dimensions:

• Organisationfordestinationmanagementand public-private network leadership

• Understanding health and well-being tourism concepts and demand

• Operationalactivities• Evaluation of the level of quality and

improvement

A coordinating tourism body, such as a destination management organisation, association, or similar that is responsible for destination management seems to be vital for any destination to succeed. There are various options for organizing the destination management governance. However, its main role within the destination is to co-ordinate planning activities, as well as to communicate and network actively between private and public actors, in other words, to provide leadership in destination management.

There are several concepts, and the demand profiles connected to them, such as wellness, fitness, alternative medicine, or holistic retreat, which the destination tourism body has to know to be successful in differentiation, targeting and destination product development.Operational activities such as managing and evaluating joint sales and marketing activities, the evaluation of the level of overall service quality and its improvement at destination level are important tasks for the tourism body responsible for destination management. (See the framework model)

Destination development covers the following dimensions:

• Systematic participatory strategicdestinationplanning

• Brand identity development andmanagement

• Destination level planning and policymakingsupportinghealthandwell-beingtourismaswellashealthpromotion

• Continuousevaluationanddevelopmentofinfrastructureandserviceofferings

The commitment and cooperation of all essential private and public actors is important in strategic destination planning. This strategy process needs to have an owner. However, a destination-wide collaborative structure should be created for example, in the form of a so-called “stake-holder working group.” This group can consist of organisations and individuals in the destination with an involvement and interest in the development of the health and well-being destination in question. To support the strategic planning, systematic collection and utilization of destination-level data, monitoring of trends, participating actively in various networks, and observing the changes in the macro environment are needed.

Differentiation, positioning and destination branding are cornerstones of the destination tourism strategy. The health and well-being destination’s brand identity

needs to be built bottom-up, then strengthened and communicated with the brand values instilled within all actors at the destination level. Community residents’ support of the brand essence is important; they should believe in it and live it. A destination needs a joint-strategy for communicating the brand identity to external audiences. The service delivery systems, physical settings and their quality level also need to coincide with this brand identity. However, recent developments in the Internet have fundamentally changed branding and marketing and increased the role of customers. They are co-creators of the destination brand, and the aim should be to get them to become ambassadors of the destination brand.

When developing a destination, upper-level strategies, plans and decisions also have to be taken into consideration. The long-term development of the destination requires planning and policy making which supports the sustainable development of the health and well-being destination. This entails both internal and external expertise as well as the involvement of policy makers and locals in the decision making process in order to create better prerequisites for health promotion and to enhance the quality of life for tourists and locals alike.

The implementation of the priorities defined in the tourism strategy need to be monitored. The outlining of the responsibilities, performance indicators and time frames is the key to continuous improvement

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of infrastructure and service offerings to retain the competitiveness of the health and well-being destination. The strategy needs to be updated on a regular basis, and the seeking of funding (private, public or a mix of these) for various development activities also requires planning. (See the framework model)

macro EnvironmEntThe following external factors influence the success of the tourism destination:

• Society• Economy• Politics• Ecology• Technology

The macro level shows the bi-lateral interaction of the health and well-being destination with its local/regional/national/international environment, dominated by societal, economic, political, ecological and technological aspects. Changes in the macro environment need systematic monitoring and proactive measures at the destination level. (See the framework model)

Susanna Saari, Senior Lecturer, M.Soc.Sc., Turku University of Applied Sciences | [email protected] | www.tuas.fi

Telle Tuominen, Senior Lecturer, MA and M.Sc. (Econ.), Turku University of Applied Sciences | [email protected] | www.tuas.fi

Donna Dvorak, Lecturer, BA in Cultural Anthropology, MA in TESOL and Applied Linguistics, The Institute of Hospitality Management in Prague | [email protected] | www.vsh.cz/en

Dr. Lucie Plzáková, Lecturer, PhD in System Engineering, The Institute of Hospitality Management in Prague | [email protected] | www.vsh.cz/en

FH-Prof. Dr. Mag. Kai T. Illing, PhD in Classical and Ancient Studies, FH JOANNEUM University of Applied Sciences | [email protected] | www.fh-joanneum.at/igm/en

Mag.(FH) Daniel Binder, Health Management in Tourism, Research Lecturer, FH JOANNEUM University of Applied Sciences | [email protected] | www.fh-joanneum.at/igm/en

Mag.ChristianHusak, CEO of CHC, Christian Husak Consulting | [email protected] | www.husak.at

Dr. SteffenLange, Head of Bachelor Regional Management, PhD in Marketing, University of Applied Science in Eberswalde (HNEE) | [email protected] | www.hnee.de/en

Robert Schmidt, Lecturer, MA in Business, University of Applied Science in Eberswalde (HNEE) | [email protected] | www.hnee.de/en

list of authors

WelDest project has been funded with support from the European Commission. This eHandbook reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project Nr.: 527775-LLP-1-2012-1-FI-ERASMUS-ECUE

DevelopingaCompetitiveHealthandWell-beingDestinationProject:WelDest—HealthandWell-BeinginTourismDestination

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