eBusiness Weekly
Dr Musekiwa Clinton Tapera
Tourism is one of the pillars of nation branding.
There is a positive correlation between tourism and the image of the country. If tourism is doing well, naturally the perception of a country becomes good and vice versa. (Sentiments from a Zimbabwean national on the nation branding of the country.)
Tourism gives the country a face. Tourism gives a mirror image of the behaviour, ethics and values of people in a country and gives a country competitive advantage. (Sentiments from a senior tourism stakeholder during a destination branding research)
The above are an expression and recognition of the competitive dimensions of tourism destination branding of Zimbabwe.
The competitive advantage of the tourism industry can only be achieved when a destination such as Zimbabwe ensures that its overall appeal and the tourist experience encountered are of a superior grade to that or alternative destinations to the potential visitor.
Destination branding involves differentiation that comes through competitiveness, an aspect that can be looked at both macro and micro levels.
Competitiveness of destinations is consistent with competitiveness in global economic and international business generally. And as such competitiveness from a macro-perspective is identified by Dwyer and Kim as the degree to which a country can, under free and fair market conditions produce goods and services which meet the test of international markets while simultaneously maintaining and expanding the real incomes of its people over the long term.
This definition, in my view is more appropriate and practical as it analyses competitiveness as it affects the performance of a nation in international markets.
The micro-perspective of competitiveness aptly describes competitiveness in the context of destination branding.
While this competitiveness is a firm level phenomenon, it emphasizes industry attractiveness and its characteristics such as the potential to enhance the firm’s power, thwarting and out positioning potential competitors.
The ultimate objective is to have a competitive advantage. At this micro-level, organisations to be competitive must produce products and services for which customers are willing to pay a fair return or price.
In the long term in a free market system, competiveness is measured by the ability of the organisation to stay in business, to protect the organisation’s investments, earn a return of investment and to ensure continued survival.
This notion of competitiveness can be applied to destinations as they seek to outcompete other destinations and attain optimum returns in terms of tourist arrivals and tourist receipts and ultimately remain competitive in the long term for Zimbabwe’s economic development.
Comparative and competitive advantages
Competitiveness for a tourist destination takes into account comparative advantage, which relates to inherited and endowed resources such as climate, flora and fauna scenery and other naturally endowed elements in that particular destination.
Once the Jewel of Africa — is richly endowed with these comparative advantages such as the mighty Victoria Falls, one of the wonders of the world, world renowned and UNESCO Heritage National Parks such as Mana Pools, Hwange National Park and many tourism gems dotted throughout this tourist paradise.
The endowed resources from this perspective form the bedrock upon which Zimbabwe’s competitiveness should be anchored upon for a solid and flourishing nation branding initiative adopted by the Government in 2022.
The ingredients of a successful nation brand and competitiveness from a comparative perspective are solidly in place.
However, there is a difference between having such an abundance of naturally endowed resources and utilising them for national competitiveness.
The existence can be meaningless and valueless if they do not bring substantial returns for economic development. These must be seen as assets from which a nation brand can be built upon.
Each tourist destination in Zimbabwe must be given its value and its contribution to GDP or economic development and must be measured.
Data analytics becomes important from this perspective in terms of tourist arrivals, the source markets, tourism receipts and other variables and their impact on marketing Zimbabwe.
Competitive advantage relates to such created elements such as tourism infrastructure, hotels, transport network, festivals, events, Government policies and other elements.
There is dire need to interrogate ourselves on the adequacy and quality of these aspects in order to embark on progressive and enhancement of national programmes to improve the situation.
This competitive element gives visitors the first contact with Zimbabwe and are likely to occupy their minds for a longtime. First impressions last long.
These competitive elements can also guarantee repeat visits, increased expenditure and ultimately assist in building a good and competitive nation brand that is sustainable and progressive.
Both comparative and competitive advantages are pillars of destination competitiveness and nation branding and must be taken as central to enhance the value of tourism to Zimbabwe’s economy and the value of the nation brand for further ripple effects such as foreign direct investment, talent and skills attraction, funding , image and perception management and the correction of prejudiced and stereotyped mindsets.
In contrast to a specific manufactured product, a tourist destination may be taken as an amalgamation of separate and individual products and experience opportunities that combine to form a total and complete experience of the destination or nation brand visited.
Price competitiveness
Destination price competitiveness is potentially important in influencing visitor inflows. Studies by tourist researchers indicate that price sensitivity of traveller is high in certain markets.
It is argued that in order to achieve competitive advantage focus should be on “the development and maintenance of meaningful assets and skills, the selection of strategies and competitive arenas to exploit such assets and skills and neutralising competitor’s assets and skills.
This is because destination competitiveness is about the ability of a destination to deliver goods and services that perform better than other destinations on those aspects of the tourism experience considered to be important by tourists.
Scholars such as Dwyer , Forsyth and Rao argue that tourism competitiveness encompass price differentials and exchange rate movements, productivity levels of various components of the tourist industry and qualitative factors affecting the attractiveness or otherwise of a destination.
A number of variables are associated with the notion of destination competitiveness and these include objectivity measured variables such as visitor numbers, market share, tourist expenditure, employment and others.
Competitiveness, in this case has also been explained as the ability of a destination to maintain its market position and share and/or to improve upon them through time.
Some researchers measure destination competitiveness relative to other destinations on seven attributes namely, Quality of Service, Facilities, Accessibility, Overall Affordability, Location, Image, Attractiveness, Environment and Climate.
However others argue that in absolute terms, the most competitive destination is one which brings about the greatest success, that is, the most well-being for its citizens on a sustainable basis.
They further argue that to be competitive, a destination’s development of tourism must be sustainable not just economically, ecologically but socially, culturally and politically as well.
Tourism competitiveness is a critical component of nation branding because by its very nature it acts as the face of the nation. It is a window through which visitors feel, taste, touch ,see and hear about the true, authentic and untainted brand Zimbabwe.
