6 1 Tourism in Thailand: Strategies and Action Plan. Samara Luke TRVL6140

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Tourism in Thailand: Strategies and Action Plan.
Samara Luke
TRVL6140
08/15/2021
Tourism in Thailand: Strategies and Action Plan.
Strategic planning is one of the most popular management activities that significantly boost the overall performance of an organization or an institution. It involves setting viable strategies and developing appropriate action plans to support these strategies. Strategic planning is critical in tourism because it is a significant source of employment and foreign exchange for a country (Phillips & Moutinho, 2014). The social and economic benefits associated with tourism in Thailand substantiate the use of strategic planning to potentially expand tourism and support the realization of set goals and objectives. This essay coherently analyzes the strategies and action plans for each strategy in Thailand’s tourism action plan.
Strategy 1: Developing infrastructure and improving logistics relating to domestic and international Tourism
The infrastructure of a country is one of the major determinants of tourism levels. According to Meo et al. (2020), “tourists are also concerned with the infrastructure and governance of the destination country, both of which have shown significant contribution to tourism inflows.” (p. 19679). Improved infrastructure in a tourist destination is an attraction to tourists as it improves accessibility to different destination areas and convenience in resource use. Therefore, this strategy aims to boost Thailand’s tourism demand by improving the major transportation elements, i.e., water, transportation, and security. Further, the digital infrastructure needs to be adjusted to guarantee the tourists’ connectivity and digital convenience during their visits to Thailand.
Action plan
The infrastructure improvement process will be conducted in partnership with major private infrastructure building companies such as Italian-Thai Development Public Company Limited and Limited and Sino-Thai Engineering Public Company Limited. The companies will be assigned contracts were to improve infrastructure in the major tourist destinations in the country. The terms of contracts with these companies will include deferred payments where the companies will be paid partially with the proceeds from the expanded tourism activities. This plan aims to save the government from financial borrowing, either internal or external and support local investors by giving them contracts. Public-private partnerships are critical in tourism because they enhance regional development and improves organizational synergy in a country (Franco & Estevão, 2010). Improved infrastructure will boost both domestic and international infrastructure in Thailand, helping the country regain its competitive power in this field.
Strategy 2: Building a creative economy
A creative economy refers to an economy that introduces unique products and services and constantly improves the existing ones. Research has established that “creative economies that focus on people, learning and community – often leads to higher rates of entrepreneurship and new business formations, thus stimulating an entire region.” (Tourism OECD, 2014). Creative economies are based on various elements such as music, fashion, fine arts, photography, and museums. Some of the most successful tourist destinations have maintained high tourism levels because of their creative economies, such as the African tourist destinations.
Action Plan
Thailand’s creative tourism will be built through cultural tourism, introducing unique tourist attraction products and services to the tourism industry. Cultural tourism will focus on initiatives to support local music, art, and fashion to improve the country’s attractiveness to domestic and international tourists. The aim of developing initiatives to support cultural tourism is to diversify and expand the tourist attraction elements in the country. Cultural tourism is critical because it increases cultural understanding and rebuild shattered economies in Europe (Richards, 2013). This approach will motivate the tourists to learn and experience Thailand’s tangible and intangible products. Therefore, boosting cultural tourism will boost the economic welfare of the community. Government financing will be directed to promote cultural activities in the country.
Strategy 3: Creating a good image for Thailand
This strategy involves creating awareness about Thailand’s scenery and building a good reputation among visitors. A destination’s image in tourism is critical because it influences the ability of the destination to attract more tourists (Aksoy & Kiyci, 2011). Therefore, Thailand must focus on improving its image to cope with the competitiveness in the industry.
Action Plan
Aggressive marketing on social media and other communication platforms is the best approach to build the country’s image. Social media platforms enable connectivity with clients from all over the country with minimum investment. Therefore, a team of marketing professionals will be established to manage communication and marketing activities on social media. The team will respond to clients’ concerns and publicize the newly established tourism products in the country.
Strategy 4: Expanding Medical Tourism
According to CGNT (2019), Thailand is among the best medical tourism destinations in the world. The current pandemic is likely to expand the demand for medical tourism in the future because medical surveys report increased cases of mental health issues due to the virus’s devastating economic and social effects. Therefore, this is an opportunity for Thailand to expand medical tourism in response to the projected demand.
Action Plan
Expanding medical tourism will involve equipping the tourist destinations with adequately skilled medical staff to manage the diverse tourists’ medical health cases. Therefore, Thailand will train more medical practitioners, especially mental health physicians, and assign them to various medical tourism destinations. This will ensure that tourists receive satisfactory medical services and maintain Thailand’s standards of tourists’ medical rehabilitation.
References
Aksoy, R., & Kiyci, S. (2011). A destination image as a type of image and measuring destination image in tourism (Amasra case). European Journal of Social Sciences, 20(3), 478-488.
CGNT (2019). Rehabilitation tourism soars in Thailand. Retrieved from: https://news.cgtn.com/news/2019-10-25/Rehabilitation-tourism-soars-in-Thailand-L5ev8NjI8E/index.html
Franco, M., & Estevão, C. (2010). The role of tourism public-private partnerships in regional development: a conceptual model proposal. Cadernos EBAPE. Br, 8(4), 600-612.
Meo, M. S., Sabir, S. A., Arain, H., & Nazar, R. (2020). Water resources and tourism development in South Asia: an application of dynamic common correlated effect (DCCE) model. Environmental Science and Pollution Research, 27(16), 19678-19687.
Phillips, P., & Moutinho, L. (2014). Critical review of strategic planning research in hospitality and tourism. Annals of Tourism Research, 48, 96-120.
Richards, G. (2013). Cultural tourism. In Routledge handbook of leisure studies (pp. 505-514). Routledge.
Tourism, O. E. C. D. (2014). The Creative Economy.