第一章 Destination service

There are six sections in this chapter: The value of service; how to provide services for leisure visitors; providing recommendations or references for visitors; visitor information center service; providing services for meeting planners and on site assistance for meeting planners; and further CVB service advantages and the competitive edge of CVBs service.

●1.1The value of service

The value of service: This section explains the significance of CVB services and how CVB services could distinguish destinations.

●1.2Providing services for leisure visitors

Providing services for leisure visitors: This section discusses leisure visitor services provided by a telephone receptionist and explains the qualities that a telephone receptionist should have and provides suggestions on how to deliver better services.

●1.3Recommendations versus References

Recommendations versus references: This section explains the reasons and methods to keep a balance, and it teaches how to provide customer suggestions on their destination product purchase choices by a telephone receptionist.

●1.4Visitor information centre service

Visitor information centre service: This section describes how to arrange the materials in a visitor information center and the diversified services provided by a visitor information centre.

●1.5The meeting/convention planner service

The meeting/convention planner service: This section discusses the service which could be provided by CVBs for meeting or convention planner s and on site assistance for meeting planners.

●1.6CVB service advantages & its competitive edge

CVB service advantages & its competitive edge: This section discusses the CVB service advantages over services provided by non-CVB organizations and the competitive edge (竞争优势) of CVB services.

第二章Destination sales

This chapter focuses on prospecting significance and sources; the prospecting process; handling objections in prospecting; following-up activities after sales; association and satellite offices to promote sales.

●2.1Prospecting your potential customers

Prospecting your potential customers: This section answers three questions: the reasons to do prospecting; the sources of prospects and how to gain referrals.

●2.2Qualifying prospects

Qualifying prospects: This sections explains the specific steps involved in the process of doing prospecting and selling strength and benefits of the destination.

●2.3Handling Objections

Handling objections: This section discusses the specific methods and process needed to handle objections from your clients or customers.

●2.4Following up activities

Following up activities: This section lists the kinds of follow up activities needed after the sales are successfully made.

●2.5Associations & Satellite Offices

Associations & satellite offices: This section describes why satellite offices began to be built and the value of these offices.

第三章Marketing

This chapter introduces marketing, including definition, principles, marketing tools and strategic planning. Involved in all marketing tools, it especially focuses on branding. Tourism destinations can develop their brand names and attract visitors by using appropriate marketing plans.

●3.1Marketing and Its Characteristics

This section introduces the definition of marketing. The key is that visitors’ needs should be satisfied by the particular value of products in the marketing process.

●3.2The principles of marketing

This section includes a typicle AIDA principle and other 7 principles to conduct marketing.

●3.3Brand development

Brand and slogan development is one of the most important marketing strategies to be employed in tourism destinations. This section introduces the branding process and the slogan development which is the key in the process.

●3.4Marketing tools

The major marketing tools introduced in this section include advertising, public relations, collateral development, Web site marketing and the internet , direct marketing and event development.

●3.5Strategic planning

This section introduces the strategic planning process of marketing.

第四章Product development

This chapter approaches tourist destination product development from three aspects: features, life cycle and community visioning. CVBs are a marketing organization typical of four Ps (persistence, professionalism, persuasion, and promotion). As for life cycle, introduction, growth, maturity, and decline are the four stages of a tourist product life cycle. Products or destinations have to endlessly highlight attractions by adding new ones and enhancing existing ones in order to sustain. The local community is the field and fertilizers for products and facilities to grow and it is essential to ensure community benefits. Community visioning brings together representatives from different fields of the community and make strategic plans for destination tourism products.

●4.1Product development features, life cycle & community visioning

The local community is the field and fertilizers for products and facilities to grow and it is essential to ensure community benefits. Community visioning brings together representatives from different fields of the community and make strategic plans for destination tourism products.

第五章Tourism research and performance reporting

This chapter outlines the role of research at a destination marketing organization. Research helps the organization gain insight in visitor markets and the effectiveness of internal policies and practices. Research results guide a CVB’s decision-making process on many levels.

●5.1The role of research

This section discusses the contribution of research to destinations from three levels.

●5.2Destination research

This section details one of the tourism research topic areas, destination research. It covers the following four aspects: visitor profiles, tourism’s economic impact, destination image, and forecasting.

●5.3CVB performance reporting

This section discusses CVB performance reporting, particularly the three functional areas and the series of actions and tolls needed.

●5.4Return-on-investment

This section discusses CVB return-on-investment to quantify the financial impact on local communities. Detailed case analysis is provided.

第六章Public communications

Chapter six is procedure-oriented directing learners to follow certain steps and tips doing public communication, namely, publicity planning, media relations and press trips, news releases, press kits, media interview and handling media questions.

●6.1Publicity planning

Publicity planning: This section discusses the value of publicity, the contents of publicity planning and measurement of the plan.

●6.2Media relations & press trips

Media relations & press trips: This section states the importance of keeping good relationships with the media and how to build up professional relationships. The latter part of the section discusses the process and tips managing group media trips and individual media trips for destination CVBs.

●6.3News releases and press kits

News releases and press kits: This section tells us some easy-to-follow news release mechanics and photo usage when publicizing the destination via news media. The latter part explains the contents of press kits which offers a complete set of background information on the destination and the CVB.

●6.4Media interview: procedure and tips

Media interview: This section lists the steps involved in the procedure of media interviews on the part of the CVB and offers some general tips doing the interview.

●6.5Specific mass media interview skills

Specific mass media interview skills: This section provides some valuable easy-to-follow skills and tactics in mass media interviews.

●6.6Tips for handling media questions

Tips for handling media questions: This section give a long and effective list of suggestions when handling media questions.

●6.7Non-media communications

Non-media communications: This section defines member communication and internal communication and offers suggestions on how to keep effective communication within the parties involved.

第七章Human Resource management

This chapter deals with the enhancement of human resource management via performance management, namely, the role of HRM, performance management planning, setting performance objectives, performance reporting, accountability and evaluation, performance coaching and personal development, last but not least, continuous and never ending development.

●7.1The role of HRM

The role of HRM: This section discusses the significance of HRM, especially the role of human resource management which is to create the right work environment where the right people can work, develop and hopefully thrive. In this way they can help with the success and sustainability of the organization.

●7.2Performance management planning

Performance management planning: performance management planning consists of planning and goal setting, performance reporting and evaluation, feedback and coaching, and the personal and professional development of people throughout the organization.

●7.3Setting performance objectives

Setting performance objectives: Setting performance objectives is a process which starts at the leadership team level, where the CVB’s performance objectives are identified based on the mission statement, value proposition, annual business plan, and budget. Functional managers determine their departmental requirements to accomplish the organization’s objectives.

●7.4Performance reporting, accountability & evaluation

Performance reporting, accountability & evaluation: This section defines performance reporting and explains the value of doing it via 3p reports, together with the frequency and contents of performance reporting; managers must regularly and systematically monitor and track performance and hold their employees accountable; performance evaluation is the logical follow-up to performance reporting. It is an ongoing process that measures the performance of each person and unit in the organization.

●7.5Performance coaching & personal development

Performance coaching & personal development: This section defines performance coaching and explains the reasons to do it together with the methods to do it; it also explains the steps involved in the procedure of personal development.

●7.6Continuous and never ending development (CNAI)

Continuous and never ending development (CNAI): CANI is an approach to business and part of fundamental value system of an organization. It roughly translates to "change for the better" or "good change". This section defines CANI and teaches the steps in activating the process of CANI.

第八章Destination crisis management

This chapter focuses on destination crisis management. It is well know that tourism is very sensitive to external forces. Therefore, how to handle a crisis is a crucial element in destination management.

●8.1Tourism crisis and the importance of tourism crisis management

This section defines tourism crisis and explains the importance of crisis management.

●8.2Crisis management principles

This section focuses on the principles in crisis management, summarized as 4Cs.

●8.3Crisis management framework

This section discusses the crisis management framework, paying special attention to the different phases of crisis management.

●8.4Case study: management lessons learned from 9/11 and its aftermath

This section conducts a case analysis. It takes 9/11 terrorist attack as an example to illustrate how the local CVB responded to the crisis and what lessons could be learned.