Liverpool: Destination Management Plan

Introduction

Tourism is economically significant to countries since it earns them foreign exchange. Consequently, various countries invest in developing activities and infrastructure, making them attractive tourist destinations. Relevant authorities engage in destination planning to manage the visitor economy for tourists. A Destination Management Plan (DMP) is a business plan developed for building and managing the visitor economy in a tourist destination. Liverpool in England is one of the cities with a clear DMP that sets its vision and development plans for tourists visiting it. The city is popularly known as the city of The Beatles, culture, and sports making it attractive to tourists. The DMP is significant since it allows the metropolis to identify investment areas and ensure that their investment is appropriately used. Given its significance, DMP is an ongoing process and involves four critical areas of informing, planning, developing, and communicating the information to essential visitors. Liverpool’s DMP is significant for development planning, but the city can adopt various changes to ensure that it achieves its DMP’s primary objectives.

Destination Profile

Liverpool is one of England’s largest cities in Northwest England in the Merseyside metropolitan. The city’s origin dates to 1207, when King John issued letters patent that established a new borough: “Livpul”. The city’s name evolved into different spellings like ‘Leuerepul’, ‘Lyuerpole’, ‘Lytherpole’, ‘Litherpoole’ and eventually, Liverpool (Thompson, 2020). The city’s inhabitants are renowned for fantastic literature, arts, maritime culture, and poetry. Consequently, it upholds significance in British music and literature. Furthermore, the city was hailed a city of culture in 2008 alongside Norway’s Stavanger (Thompson 2020). The various activities carried out in the city make it a suitable tourism destination.

The city has a wide range of tourist attraction sites suitable for international and local tourism. The city is popularly known as the city of Beatles, the Liverpool Football Club, and their famous Anfield stadium (Ramshaw, 2019). The heart of Merseyside lies in the east of the Mersey estuary that is three miles from the sea. Moreover, Liverpool has many historic buildings, gardens, parks, museums, and recreational facilities (Ebejer, 2021). The city’s Walker Art Gallery and the Philharmonic are among the best concert halls in Europe (Ramshaw, 2019). The Merseyside Maritime Museum is also one of the greatest attractions in the city (Ebejer, 2021). Therefore, Liverpool is endowed with attractive sites ranging from the natural Merseyside estuary to man-made buildings like the Philharmonic Hall making it an excellent tourism profile.

Tourists visit different places for various reasons, including their natural scenery among others. A destination profile provides the tourists and stakeholders with an overview of a place and can be used to improve the place’s attractiveness (Bassols & Leicht, 2021). Therefore, the profile refers to the place smartness contributing to its tourism attraction. Although tourism is based on historical sites and developments, high-tech inventions have revolutionized the industry (Jiang et al., 2022). “Smart tourism” involves innovations and is reliant on four core information and communication technologies: the internet of things, mobile communication, cloud computing, and artificially intelligent inventions (Erdem & Seker, 2022). Various tourism companies and stakeholders integrate the smart-technology in marketing the industry and providing hospitality services (Stylos et al., 2021). For instance, many tourist destinations have websites and mobile applications where tourists can access the services like booking entrances, hotels, transport services, and paying for similar services on time (Wang et al., 2021). Therefore, the tourism future is based on technological development and its extensive application at all tourism sector levels.

6A Dimensions

Evaluating a destination’s smartness is a multifaceted task that explores the available sites, services, and technology integration. The 6As analysis framework is a broadly accepted model that helps understand a destination profile (Font et al., 2021). The 6As for tourism destinations are attractions, accessibility, ancillary services, activities, amenities, and available packages (Kuninggar et al., 2021). Liverpool is a smart tourism destination characterized by high innovation levels and facilitation using higher technology interfaces (Barron, 2021). The 6As dimensional analysis is significant since it allows the tourism stakeholders to explore all the levels of tourism for sustainability.

Liverpool’s 6A Dimensions

• Attractions. Liverpool is popularly known for its tourists’ inherently magnificent natural and ‘artificial’ sites. A tourist attraction is a place of interest visited by tourists for recreation, amusement, or leisure activities (Babaev et al., 2019). The sites serve various purposes like cultural value, historical significance, or natural beauty to the surrounding community (Choi & Choi, 2019). Man-made tourist attraction sites include skyscrapers, historic buildings, and ancient structures like the pyramids of Giza (van der Linden, 2021). Meanwhile, natural tourist sites include sandy beaches, deserts, and wild animals (Mishra & Kukreti, 2022). The various features in the chosen destination help meet the tourists’ expectations.
• Accessibility. Accessibility is crucial for tourism since it enables people to participate in and enjoy tourism experiences (Qiao et al., 2021). Accessible tourism is an ongoing endeavour to ensure tourist destinations, products, and services are reachable to all people regardless of their physical or cognitive limitations (Tlili et al., 2021). Therefore, convenience is relative among the tourists since different people have access needs whether or not related to a physical condition (Qiao et al., 2021). When determining the approachability of a tourist destination, various factors must be considered: barrier-free destinations, transport networks, high-quality services, activities and exhibits, and tourism information (Tlili et al., 2021). Various countries have put in place measures to ensure easy access for all. The various tourist attraction sites in Liverpool are located at different locations but connected with excellent infrastructure. The city is significant with its road, rail, and ferry networks, a well-known dock system, and an international airport (Devile & Kastenholz, 2018). However, the city’s transport system is majorly centred on rail and road transport. The city’s public transport is controlled and run by Merseytravel, while local authorities primarily manage the road networks (Boyle et al., 2020). The cars and trains in the city are accessible to everyone, including the physically challenged. Furthermore, the Liverpool Airport facilitates international travel among its visitors. The city is accessible due to rails and roads offering local transportation and an international airport crucial for international tourists.
• Ancillary Services. The primary tourism amenities need a secondary support system for enhanced service delivery. Ancillary services refer to organizations that do not have a particular or direct role in travel and tourism but related products and services (Pencarelli, 2020). Insurance companies offering holiday insurance, foreign exchange bureaus, restaurants, and car parks are examples of ancillary service providers (Camilleri, 2018). The tourism ancillary organizations offer services that make tourism and travel completely. Although tourism is a major source of income for governments, the ancillary organizations may earn a higher income than the government from a particular tourist (Pencarelli, 2020). Many companies have specialized in providing ancillary services to tourists. Liverpool is endowed with a variety of tourism ancillary service providers. The UK government has seriously taken the hospitality industry. Consequently, colleges and universities offer courses that are related to tourism. For instance, hotel management, business management, and hospitality management (The University of Liverpool, 2022). The courses equip the learners with the necessary skills to provide excellent services in the hospitality industry. Liverpool’s local government has favourable business legislation that allows the formation of private travel agencies and restaurants. The foreign exchange bureaus in the city allow the tourists to exchange their foreign money with local currency for effective logistical activities. Moreover, the different tourist sites have qualified tour guides who have graduated in hospital and other relevant fields in tourism. Therefore, a conducive legal environment and qualified professionals boost ancillary services provision in Liverpool.
• Activities. Tourism activities include social and cultural activities that attract tourists to various destinations. Liverpool is full of activities that attract local and international visitors. The city is the home of Liverpool Football Club, one of the most prestigious football clubs in the English Premier League. Since the club attracts local and international fans, many people visit the city to witness the club’s matches (Kennedy, 2018). Many visitors come to the city to carry out activities like going underground with the remarkable Williamson Tunnels, taking the ferry across the famous River Mersey, and listening to music at the popular Cavern club. The city is also an educational destination attracting scholars to the University of Liverpool to explore various study areas and learn British music history. The recreational and educational activities in Liverpool make it a unique tourism destination.
• Amenities. Tourism amenities involve tourism-related services and properties like hotels, accommodations, and catering. The amenities, unlike ancillary services, are directly or indirectly related to tourism. Liverpool is home to luxurious hotels like the Titanic Hotel, DoubleTree by Hilton hotels, and Hotel Pullman Liverpool. The hotels provide quality accommodation and catering services to the tourists visiting the city. The transport system serves as a tourism amenity since it facilitates the movement of visitors from one place to another. Liverpool has well-developed and convenient transport and communication systems that allow hospitality companies to communicate with their clients. The availability of hotels and reliable transport system makes Liverpool an attractive tourism destination.
• Available Packages. Many tour operators offer hospitality services in Liverpool at different costs. A tour package comprises transport and accommodation advertised and sold together by tour vendors (Halkiopoulos & Koumparelis, 2020). The package may consist of other services like a tour guide, rental cars, outings, and various activities that are attractive to the visitors (Smith et al., 2019). The cost and type of tour packages available in Liverpool vary from one vendor to another. For instance, accommodation packages in luxurious hotels and air tickets are expensive. The tour operators have reliable communication systems and websites where potential visitors can access the package information and compare it with other available options.

Strategic Destination Planning and Management (SDM)

What is it

Destination management is crucial since it allows tourism stakeholders to identify the visitors’ needs and create a cordial environment. A destination management plan (DMP) is a document that captures the process, vision, tourism aspects, and approach is taken to manage a tourism destination strategically. The management can be described as a process that leads, influence, and coordinate all tourism destination aspects contributing to visitors’ experience (Soulard et al.,2018). Meanwhile, a destination plan defines the stakeholders’ vision and identity an appropriate approach that meets the visitors’ needs (Alseiari et al.,2019). An effective DMP captures the entire tourism experience, including environment, cultural integrity, built heritage, aesthetics, and overall trends (Soulard et al., 2018). Therefore, strategic tourism and management provide tourism stakeholders with tools to identify and produce sustainable and competitive tourism.

Various approaches can be adopted when developing a strategic SDM. The theories help the stakeholders identify visitors’ needs and associate them with the destination’s unique environment. Moreover, the approaches help create new destination entities that make tourism more competitive. The umbrella approach helps develop existing destinations and implement an umbrella organization (Camilleri, 2018). The approach enables task sharing and coordination by keeping strong brands alive. The centralization approach facilitates the survival of the strongest brand and leads to the concentration of resources (Camilleri, 2018). Furthermore, the motivation theory identifies destination drivers among the visitors about the destination’s environment (Camilleri, 2018). SDM presents various benefits to organizations but also has some negatives.

What are the Positives and Negatives?

SDM Positives

• Roles Identification. SDM involves identifying visitors’ needs, destination developments, and tourism aspects. Moreover, the planning involves intense research and data collection, contributing to effective planning. Different stakeholders are assigned particular roles that contribute to the development of the industry. For instance, learning institutions are tasked with revising their curricula to offer quality hospitality education, and the hotel industry is tasked with providing quality and affordable accommodation to visitors, among others. Role identification and allocation through SDM improve service quality by enhancing specialization among the stakeholders.
• Competitive Edge Establishment. SDM involves the identification of loopholes contributing to the failure in the industry. Moreover, depending on the approach taken during SDM, tourism brands are strengthened through collaboration and coordination (Soulard et al., 2018). Consequently, the strong brands offer global standard services and become competitive in the industry. SDM creates a visitor-friendly environment by eliminating all the obstacles and meeting visitors’ unique needs (Camilleri, 2018). The improvement of existing destinations helps attract more visitors whose needs are met. For instance, establishing hotels that embrace Chinese and Italian cuisine attracts Chinese and Italian visitors to the destination. Therefore, SDM establishes a competitive edge by identifying visitors’ needs and meeting them by improving existing amenities.
• Ensuring Tourism Sustainability. Tourism sustainability ensures the enjoyment of the industry’s benefits over time. SDM suggests a mechanism that can be put in place to ensure that the destination remains relevant and attractive over time. Sustainability measures include preserving and maintaining existing attraction sites and amenities (Soulard et al., 2018). Moreover, the development of related amenities that preserves the destination’s culture makes tourism sustainable. For instance, developing more music museums and art galleries in a destination that embraces literature, art, and music attracts more visitors over time.
• Spreading the Benefits of Tourism. Tourism is a multifaceted sector that involves various stakeholders. SDM ensures that different roles, visitors’ needs, and possible improvement areas are identified. Consequently, new opportunities are created to economically and socially benefit the distention’s inhabitants (Camilleri, 2018). Hospitality scholarships and scholarships for tourism research result from effective SDM. Furthermore, SDM encourages sharing tourism benefits by ensuring that the local businesses at attractive sites and amenities prosper.

SDM Negatives

• Business Poaching. SDM exposes a tourism destination’s areas of success that competitors can imitate in the market. The approach involves intensive research that collects opinions from inhabitants and potential visitors. The collected information is analyzed and used to deliberate on the existing challenges (Camilleri, 2018). Then new methods adopted can be reported and available for public access. The competitors can adopt a similar approach to improve on their weak areas. Furthermore, SDM involves the identification of market opportunities that competitors may imitate. Although SDM leads to new opportunities, the opportunities are at risk of poaching the opportunities.
• Lack of Creativity. Developing an effective SDM involves the encouragement of a central management system. The system encourages coordination and collaboration among stakeholders. Consequently, the approach eliminates business diversity among stakeholders who are encouraged to specialize in their areas of expertise. Diversity in business enhances creativity, which is crucial in business. However, the SDM approach through role division discourages creativity and innovation. Furthermore, the research process may not involve all the crucial stakeholders for the business, inhibiting creativity. While SDM leads to new opportunities, it discourages creativity among the stakeholders.
• Loss of Small Business. SDM may take an umbrella approach that only encourages the survival of the strongest brands. The surviving brands may enjoy government support at local and national levels (Camilleri, 2018). Meanwhile, the weakest brands lack support from necessary authorities leading to their failure in the industry. Furthermore, strong brands may enjoy more resources and benefits than weak and small brands (Halkiopoulos & Koumparelis, 2020). Consequently, the industry may become unequal and biased encouraging monopoly and death of small businesses.

SDM and Liverpool

SDM Limitations

SDM is a strategic process that demands in-depth research and critical thinking when formulating solutions. However, the approach may be limited to research scope, lack of knowledge among the locals, and control of the tourism activities by a central government (Fyall & Garrod, 2019). Tourism involves local and international visitors who must be consulted when developing a destination management plan (DMP). However, the process may be unsuccessful in collecting opinions from every visitor representing every country.

Furthermore, the local inhabitants and those involved in SDM may lack knowledge of the tourist attractions and amenities. The knowledge required includes thorough history and understanding of the causes of failure in a particular area of research (Fyall & Garrod, 2019). Furthermore, countries like the UK have their tourism activities controlled by national agencies like VisitBritain. Therefore, SDM is limited to the capacity of a local authority in tourism. Lack of knowledge, limited research scope, and control of tourism activities at the national level are barriers to SDM.

Why Liverpool Should Be Mindful About the Limitations

Liverpool tourism sector is under VisitBritain agency that markets the industry abroad. Furthermore, the city cannot collect feedback from every tourist who visits the city. Therefore, the city should be mindful of the various limitations of SDM since they may lead to inaccurate data collection and misleading plans. Getting feedback from people without the tourist attraction sites may distort the objectives of DMP. Moreover, making plans beyond the metropolitan scope may lead to slow implementation due to the bureaucracy at the national levels. Therefore, Liverpool should be careful about the limitations to avoid inaccurate conclusions and slow implementation of the recommendations in DMP.

Successful International Destinations

SDM has been adopted by various countries leading to their success in tourism. The successful countries have attracted many tourists due to their improved services and increased competitive edge. France, Spain, and China top the list of most visited tourism destinations (Mariani et al., 2021). The countries have enhanced tourism sustainability through SDM, attracting many visitors each year. The increased number of visitors leads to increased foreign income. Some countries have adopted SDM but failed to attract tourists. The failed countries have not failed altogether but in some attraction sites. Germany’s Spreepark and Russia’s Mirny Diamond Mine have failed in attracting tourists despite the adoption of SDM by the countries. Although SDM can lead to success in a tourist destination, sometimes it does not guarantee the success of particular tourism destinations.

External Environment

The external environment plays a crucial role in tourism since it determines successes and failures in the industry. Natural disasters, wars, pandemics, and economic crises negatively affect tourism. The factors can be categorized into political, social, economic, and technological developments (Wang et al., 2020). Various countries have adopted strategies and mechanisms to counter external negative influences. Meanwhile, the countries have embraced the positive influences and taken them to their advantage. While the positive external influences increase the profitability of the tourism industry among countries, the negative influences significantly contribute to losses among the countries.

Positive Influences

Various factors like technological advancements, new legislations, and an improved global economy positively influence tourism. Technological advancements lead to improved communication within the system. For instance, the 5G network and artificial intelligence development can lead to enhanced communication among stakeholders and improved innovation within the tourism sector (Khan et al., 2021). New legislation like the United Nations legislation on environmental sustainability boosts the country’s culture of environmental conservation (Murshed et al., 2021). Many tourists are attracted to environmentally sustainable countries leading to job creation and improved economy of the country.

Furthermore, recognition as a cultural heritage by the United Nations greatly increases the number of annual visitors. Meanwhile, an improved global economy improves UK’s currency value and service provision within the tourism sector. Liverpool’s DMP’s primary objectives are to improve engagement and communication with sector businesses and stakeholders, share best practices, and inspire innovation across the sector (Liverpool LEP, 2014). Therefore, an improved global economy, new favourable legislation, and technological advancements positively influence the achievement of Liverpool’s DMP objectives.

Negative Influences

Natural disasters, civil wars, and pandemics like COVID-19 negatively influence tourism. Natural disasters like drought and hurricanes make a tourism destination unsafe for visitors. Moreover, wars destabilize a country’s political and economic growth leading to mismanagement of tourism activities (Murshed et al., 2021). Consequently, tourists fail to visit the country since it is unsafe and without clear economic plans for the sector. The global economy is significant to the tourism sector since it enhances the marketing and currency value of the countries. Therefore, issues like inflation that negatively affect the global economy are hazardous to tourism. Negative influences negatively affect the achievement of Liverpool DMP’s primary objectives.

COVID-19 Case

The onset of COVID-19 negatively impacted the tourism sector in many countries like Britain. Countries worldwide applied travel restrictions by closing their borders and local zoning areas that had increased virus cases. The travel restrictions included the suspension of air travel and the temporary closure of airports (Duro et al., 2021). The global economy was affected since many economic activities failed to take place. Consequently, many services and industrial activities that are ancillary to tourism were suspended (Duro et al., 2021). Furthermore, the local and international travel restrictions negatively impacted hospitality industries, and some were permanently closed due to a lack of sufficient funds for sustainability. The COVID-19 pandemic negatively affected the tourism industry leading to a decline in profitability of the industry.

Responding to the Influences

Liverpool may develop strategic mechanisms to respond to the negative and positive influences in the external environment. Embracing technological advancements and actively participating in the global market will financially boost the sector. Moreover, taking part in formulating favourable international legislation and ratifying the same will positively boost the sector. Meanwhile, Liverpool can develop an emergency response strategy to unprecedented pandemics like COVID-19. The response may include setting aside an emergency tourism fund that can be used to subsidize tourism-related services in the wake of unprecedented natural events. A strategic mechanism can help Liverpool embrace positive influences and overcome negative influences in the external environment.

Liverpool’s Existing DMP

Vision Statement and Covid 19 Response

The existing DMP vision focuses on improving the destination’s competitive edge globally. The city aims to create jobs and increase the sector’s revenue at the local level. Moreover, the city aims to be featured among the top five cities for domestic and international visitors in the UK (Liverpool LEP, 2014). The city aims to remain sustainable in culture, music, and sport globally, given its recognition as a World Heritage Site (Liverpool LEP, 2014). The city is still on track to achieve its vision after the COVID-19 impact since the UK is rapidly recovering its economic status amid the post- COVID-19 economic crisis. However, the achievement of the vision may take a longer period than planned, given the recovery time taken by the country’s economy.

Strategic Aims and Long-Term Targets

The existing DMP’s longer-term targets focus on the sector’s marketing, infrastructural improvement, and cooperation among the stakeholders. Creating an integrated marketing agency, promoting wider economic assets, and ensuring that the existing assets meet the visitors’ needs are effective and SMART (Liverpool LEP, 2014). The SMART targets and aims are very specific by stating the particular areas of improvement. However, the targets of helping the businesses in the Visitor Economy and aligning transport and Visitor Economy policy and market opportunities are not SMART (Liverpool LEP, 2014). The targets are not specific by failing to address the specific sectors of the Visitor Economy that will be affected. Despite the post- COVID-19 crises, the SMART targets are achievable and can be measured over time.

Conclusion

Tourism is beneficial to a country’s economy and should be treated like any other lucrative sector. The City of Liverpool is renowned for its British music culture and is the home of the famous Liverpool Football Club. As a tourism destination, the city has a well-planned DMP that aims at improving the sector’s economy. The DMP focuses on fostering cooperation and job creation in the tourism industry. Although the city is vulnerable to the economic crisis caused by the Covid 19 pandemic, the set targets and objectives within the DMP are achievable. Therefore, Liverpool’s DMP will help boost tourism through infrastructural development and improvement and job creation.

Recommendations

Liverpool’s existing DMP has achievable objectives that need strategic planning. Liverpool can set timelines to measure the sector’s performance concerning the DMP’s objectives. Setting the timelines will allow the city to identify areas of strength and emphasize them and areas of failure and improve on them. The sector stakeholders should be involved in implementing the DMP through consultations. Getting the stakeholders’ opinions will help Liverpool identify primary focus areas and improve those specific areas. Furthermore, opinion and data collection from the visitors should be a continuous process to keep track of the sector’s performance and identify the changes with time.

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