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Q4-6.  There are multiple points of view on the subjectof tourism in Venice.  From locals likeVincenzo Casali’s claim that billboards at tourist landmarks serve a purelycommercial purpose and Jane da Mosto’s assertion that Venice is losing its identity. To consultants like Nathalie Salas’ allegationthat passive tourists are a threat and Venice is becoming “standardized”.  Each point of view has merit, however, Iagree by and large with Dominic Standish’s perspective that tourism is anopportunity versus a threat and problems that arise are best managed by cityofficials and through public policy.  Throughmodernization, development, and policy Venice could address these concerns andwelcome tourists in diverse ways with new strategies.

  Through proper city management and publicpolicy Venice could build new ports, draw tourists to destinations off thebeaten path and govern advertising timing and placement.  Proper governance will lead to a win-winscenario—preserving economic prosperity while maintaining Venetian culture. Q4-7.  Currently the Veneto region earmarks $1.8million each year for historic renovations, this budget shortfall requiresVenice to pursue alternate means to fund renovations and by in large they havedone so through advertising and corporate sponsors.

  Monument preservation is an important componentthat fuels future tourism and companies that contribute to historic renovationprojects should be able to advertise in order to reap the benefits of theircontributions.  Without these fundsVenice would not be able to preserve the very reason most tourists visit thecity and tourism will decline—resulting in even less money for renovations andpreservation and further stagnating socioeconomic development.  However, employing Dominic Standish’perspective advertising and sponsorships could be governed by city officials or through publicpolicy.  Commissioning a strategy thatallows for advertising during the off-peak periods will generate revenue forVenice when tourism money is low, promote consumption, and help control thecommercialization of the city. Q4-9.  The tourism market is saturated; Venice competes directly withBarcelona as a top cruise destination. This saturation coupled with the recent European economic crisisrequires Venice to adapt its marketing strategy in order to draw new consumers.

  Venice should use marketingcommunications including social media to direct tourists to areas of the citythat are “less touristy” to attract a new type of tourist.  Drawing tourists to off the beaten pathlocations would benefit locals in a number of ways.  First, it helps prevent overcrowding atpopular sites and destinations, second it promotes national pride in these new destinations,and third it connects the cities inhabitants to a new type of tourist that islooking for a deeper connection with Venetian culture.

  Targeting a new segment to alternativedestinations broadens the target market without overloading populardestinations within the city.

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