Hong Kong Destination Management

Hong Kong Destination Management
Destination Management introduces the overall hospitality in the tourist industry under the courtesy of creating good public relations and attraction of more tourists. Destinations ensure good security services and sufficient supply of basics and luxuries required by tourists. Hong Kong is the leading city in high quality destination management, with the high standards guaranteeing more visitors to be expected. Though destinations accommodate all forms of tourism, different tourists have different perception thus every form of tourism with different destination scheduled. Destination Management entails upholding the standards of visitors’ attraction maintenance of Tourism and Hospitality industry. Hong Kong has perversely succeeded in maintenance of high tourist standards in tourist hospitality which has ranged it among the top leading city in destination management. The city maintains high standards through high quality Risk Maintenance. The term risk in business refers to the effects of uncertainty which occurs in altering achievement of organizational objectives (Ford & Peeper, 2008). Ryan (2009) refers risk management to comprehensive structuring and facilitation of appropriate measures required in order to prevent uncertainties which occur during normal business operations. Success in risk management involves proper coordination and immediate reporting of any form of risk arising within an organization at the earliest time possible.
Success is always realized in Hong Kong city destination. Hong Kong is in the Third position worldwide in terms of the most visited city in the world. The failures in destination management in Tourism and Hospitality industry only occurs when uncertainty befalls the staff or the visitors, when there are incidents leading to financial losses, schedule delays or compensation required on legal liability (Ford & Peeper, 2008). Loss or reduction of reputation and goodwill of an organization as well as property damage and loss leads to financial losses which are also contributions to failures of risk management. Wilks & Page (2003) analyzes ‘Destination management’ as a process which involves identifying, characterizing and assessing opportunities with their respective credibility assets, determining the moderation ways of an opportunities, and finally formulating the appropriate successive measures. In ensuring healthy and safe industrial environment, Hong Kong maintains Tourists and Occupational Health and Safety (OHS) legislative framework which observe OHS and Tourists law that is enforced through Acts and regulations in Tourism and Hospitality industry. As supported by most authors, risk management offers industries high chances of prosperity as discussed in this content.
Destination management process of the Tourism and Hospitality industry in Hong Kong is guided by Management study report. The destination management entails description and analysis of all available legal obligations and requirements in the provision of appropriate procedures of identifying quality destination standards. Hong Kong has legal procedures which enable early identification of risks in tourism and hospitality industry, on which control measures are based to enable appropriate service delivery in adhering to the availed legal expectations (Ewert & Jamieson, 2003). In the Hong Kong factors associated with international visitors provide bases for the risk study report analysis. Proper identifications and descriptions of possible risks are much appropriate in Hospitality and Tourism industry, which is essential in foreign income to most countries (Wall & Mathieson, 2006). It should also be noted that Tourism and Hospitality industry is the most delicate sector in comparison with other industries since a small failure or fluctuation in its services lead to massive loss due to shying away of tourists. Wilks (2006, p 6) relates Tourism and Hospitality to recreation and leisure services, which should be offered at their best to attract more tourists as achievement of Destination Management goals.
Tourism and Hospitality industry in Hong Kong city has maintained an approach of high risk awareness in upgrading destinations standards. Success in destination management has also been through making the city ready and prepared for risks and hazards which are beyond human control like geological disasters, political instability and biological hazards (CRC, 2006 p.28). Destination management in Hong Kong is basically succeeded by maintenance of tourist attraction to the country. This was by avoiding and overcoming all obstacles in the Tourism and Hospitality industry which forms the bases for successful operations of destination management in Hong Kong city (Collins, 2008). Compacting risks in the tourist destination management requires preparedness for all disasters including naturally occurring disasters as discussed below.
Political instability scares away visitors since they evaluate their destiny status like the protesting in Thailand where the ‘Red Shirt Movement’ protestors support the former Prime minister. Biological hazards involve disease outbreak which is beyond human and declines tourism like recent swine flu which became global epidemic. Geological disasters on the other hand involve floods, mudslides, volcanic eruptions among others which destroy transport means apart from massive killings. Apart from the natural hazards, other internal risks are available in the Tourism and Hospitality industry which include; injuries on machinery handling, lack of ventilations, unmarked fire exits among other (Ford & Peeper, 2008). Fixing internal destination risks should be done by the staff immediately the uncertainties are indentified. For a destination risk case which is not massive, the risk should be managed as service delivery continues except for the uncontrollable natural disasters which cannot be immediately controlled (Wall & Mathieson, 2006).
In Hong Kong destiny management, the risk factors associated with visitors are first identified, then effective risk management becomes easier to facilitate. Success in the Hong Kong destination management is implied by the magnificent reduction in the number of negative incidents which might arise in the Hospitality and Tourism industry is. Risk and hazard reduction upholds the picture of destinations standards to the public which is the key to growth of Tourism and Hospitality industry in Hong Kong city. Stakeholders and the senior management in the industry are supposed to appropriately indentify the crucial areas of concern to avoid any unnecessary inconvenience from a foreseen risk (Wall & Mathieson, 2006). With the risk and destination management study report available to the management, it becomes easy for counter checks and reviews on the service delivery procedures as Ewert and Jamieson (2003, p70) deduced. This enables full facilitation of essential destination corrective measures and actions by the management as well as in addressing the possible policies. Generally, the chances of risk and hazards occurrence are highly reduced when management study report is appropriately analyzed with respect to all possible risks in destination management (Ford & Peeper, 2008).
Different forms of tourism in Hong Kong are usually grounded on culture and science, with an addition that they are the greatest foreign revenue incomes to most countries. Visitors can be from within the country those are referred as domestic tourists, and they can also be international tourists from outside the country. Forms of tourisms are based on purpose of visit and include; leisure tourism, cultural tourism, religious tourism, family tourism, health tourism and sports tourism among others (Wall & Mathieson, 2006).
-Leisure tourism involves tourists taking a travel for relaxation purpose, were the tourists may decide to use their preferred sports as a relaxation means.
-Cultural tourism on the other hand involves adventure tourism to foreign countries and this creates enjoyment of the cultural life of the new places, it is also referred as heritage tourism. The way of living on the visited land stimulates the visit, and also includes the mode of dressing, customs and traditions of those nations.
– Religious tourism or spiritual tourism involves tourists visiting the holy cities like Jerusalem and Mecca as well as visiting holy sites worldwide to quench ones spiritual thirst.
– Family tourism is a form of tourism where family members visit a relative as well as enjoying being at a new land.
– On the other hand, Health tourism is usually a travel based on search for health improvement and rebuilding. It may cover some aspect of medical treatment, change of climate and even cases of alternative therapy during the visits.
– Sports tourism is a travel involving participation in sports activity by either the practically being involved or travel as a spectator. Adventures sports tourism has a difference since it involves visiting less frequently visited places with challenging activities like mountain climbing. Adventures sports tourism has Educational teachings in the process, it is enjoyable also a recreational activity (Wall & Mathieson, 2006). Educational tourism and Business tourism in Hong Kong have grown with the growing popularity making the city more successive in destination management.
Ewert and Jamieson (2003) pointed that a revised management study report with a final draft gives managers of the hospitality and tourism industry full obligation in taking appropriate actions, as well as ensuring their implementation in accordance to the report. The manager should ensure that any new staff in the industry as well as new contractors undergo safety introduction immediately they join the management industry (Wall & Mathieson, 2006). This will ensure proper safety precautions are taken as the staffs become aware of health and safety aspects in the Tourism and Hospitality industry and enable them to transfer the same precautions to the visitors as introduction on their arrival (Ford & Peeper, 2008). Every staff should get a copy of the tourism manual, with the manager ensuring that is addressed as a main minute item in every meeting held in the hospitality and tourism industry. The meetings should also allow for any new ideas brought forward as well as considering the staff suggestion and views.
Prior to the managers’ duty, thorough inspection of the staff occupational areas as well as all areas visitors were visitors are to occupy is required (Ryan, 2009, p 26). This includes inspection of the visitors’ transportation vehicles and their accommodation and the general inspection of the hospitality resources. For perfect inspection, the managers should include the staff and any contractors involved in offering services since they are the key components in the OHS deliverance. After inspection, the managers should take appropriate actions in addressing any health risks and hazards realized during inspection. The managers’ actions involved include printing displays, which should be placed at crucial areas for easy notification of the danger ahead. Other printouts have safety precautions analyzed on safety procedures to be watched as well as measures to be taken if a visitor, staff or a contractor is to interact with the risky region (Ford & Peeper, 2008). Visitors, staff and the contractors should strictly use safety equipments where appropriate with ignorance strictly avoided to ensure safety in the industry.
Managers are the monitors in tourism and hospitality industry, and they should develop operating lock out procedures to risky areas or job to be watched by the staff assigned duty. As justified by Wilks and Page (2003, Chpt11, p160), monitoring will prevent any hazard inconvenience hence free movement will be justified at risk free environment. Since the staffs and drivers are the key guide to the visitors’ travel trips while at their industry, the managers in charge should ensure correct evaluation of the trips. Managers should also make it a strict rule that the staff in charge briefs the visitors on all safety precautions to be watched before any trip begins (Yuxin et al, 2009). This will ensure the visitors’ involvement in risk prevention measures since risks and hazards prevention cannot be entitled to the staff alone (Collins, 2008). Contactors on the other hand have an obligation of observing and adhering to the industry’s health and safety precautions, which is usually ensured through obtaining an agreement from the contractors themselves. The manager therefore identifies and then addresses the hazards and risks involved in the contractor’s working environment, while the contractors is informed of the .
According to resent research by Wilks (2006), Tourists destination management appears to be based on identification of the risks involved in the Tourism and Hospitality industry, the hierarchy of control measures can be applied in problem solving. Though suggestions to cover the staff and visitors may seem appropriate, Ryan (2009, p 24) suggested that fixing the cause of inconvenience in tourism is more effectively considered since it offers a permanent solution than partial problem deliverance (Ford & Peeper, 2008). Hierarchy of control measures introduction includes, Elimination- it is complete removal of the hazard from the inconveniencing position. Substitution- it is a replacement of the hazard prone activity with a safer activity to maintain the position and similar service delivery. Engineering- it is renovation of the working environment to create a separation of both visitors and the staff from the risk. Administrative tools- this involves setting and implementing policies in the industry, which should be strictly followed to reduce exposure of both workers and visitors to the risk identified. Personal protective equipment- this is a control measure which is only partial and individual. The equipment is only used by visitors or staff individually before the risk is completely solved, and the equipments are mostly worn like helmets at construction sites (Yuxin et al, 2009).
Since taking safety precaution only reduces the chances of health hazard and risks occurrence, Ryan (2009, p 28) concluded that it does not guarantee complete risk or hazard free environment. This implies that first aid measures should be taught among the staff even those not responsible of receiving visitors, to ensure accommodation and maintenance of injury and sickness conditions in case of accidental happenings (McEachen et al, 2010 and Ewert & Jamieson 2003, p 82). Hospitality and Tourism industry should have Occupational Health and Safe unit which should take responsibility of any accidental issues causing injuries in the sector. Collins (2008) added that OHS unit should be able to cater for minor injuries within the industry involving either the staff, contractors or the visitors, while referring critical conditions to the appropriate health care should be the OHS unit’s full responsibility. Even though reporting uncertainties to the OHS unit is taken as the manager’s responsibility, all staffs are eligible to reporting any destination management incident immediately to prevent further effects on late reporting. Immediate reporting of injuries ensures proper coordination in compacting health related issues, which boosts the visitors’ trust in the Tourism and Hospitality industry (Ford & Peeper, 2008). As a notification to everyone in the sector, display of print outs at crucial points and notice boards indicating where to receive immediate help in case of injuries is highly recommended.
McEachen et al (2010, p 360) commended that when hospitality management control plan is established, it’s constrains should also be noted which includes the duration required for both staff and the visitors to understand the changes and accept them as well. The capacity of visitors to comply with the appropriate change made through access, trial of the availed risk free equipment and even purchasing it (Yuxin et al, 2009). Enhancement of the available market staff requirement for training, will required time for environmental restructuring to suit the changes, and access to a risk control and management specialist’s advice (Wall & Mathieson, 2006).
In maintenance of system governance, destination resides appropriate risk management planning which caters for even emergency cases helping the Tourism and Hospitality industry fulfill its moral responsibility of catering for its staff, visitors and even its environment. Destination management also facilitates the industry’s compliance with the business governance Act, which reduces exposure to civil liability in case of accidents. Wilks and Page (2003) added that proper destination management enables quick recovery of an industry from financial constrains and business interruptions, as well as reducing the industry’s insurance premiums. The most appreciated risk management outcome supported by most authors is enhancement of the industry’s image and credibility which leads to increased tourist attraction leading to higher returns (Ford & Peeper, 2008).
Destinations dictate the tourism period of stay which is expected to be provided by the management, Collins (2008) in addition supported the comfort which determines management success when assured and frequently observed. Arising uncertainties should be resolved as immediately as they are observed if management is bound to produce quality destination premises Dedication and also precautions should be made mandatory to all staff in tourism and Hospitality industry, where proper training will enable easy tackling and handling of challenges present as immediately as they appear (Wall & Mathieson, 2006). Even though hierarchy of control measures give risk management options, the elimination or substitution should be the most preferred since they give permanent solutions to current markets. Permanent risk treatment options include; avoiding the hazardous activity by discontinuing or failing to start the activity, removing the hazards’ source, removing probabilities and the chances of the risk happening, and finally changing the consequences of the risks involved or just removing them.

The city of Hong Kong has successfully advanced its destination management standards such that it is one of the leading cities in tourist attraction and hospitality services to their precious customers. As the various forms of tourism discussed above suggested, destination determines the form of tourism to be contacted, where in some cases two forms may consecutively take stage as forms of tourism (Ford & Peeper, 2008). Many forms of tourism in Hong Kong destinations lead to the cumulative total income to the country, from revenue collection from tourism in that city alone. Since population has increased in Hong Kong city, there has been high increase in catering and hospitality services. Multiple tourism forms have ensured that both domestic and international tourists are well catered for in efforts to uphold the Tourism and Hospitality industry in Hong Kong (Yuxin et al, 2009). Following long experiment and quality destination management by the Tourism industry, McEachen et al (2010) and Wilks & Page (2003) have supported the principles used by the Hong Kong City of risk management. Hazard and risks lead to obstruction towards goal achievement during the industries normal operations. In Hong Kong city, risk and hazard awareness is the key monitor which has yielded to this successful tourist destination.


Collins, M, (2008). Tourism planning: Policies, Processes and Relationships. Pearson Prentice Hall
CRC (2006). Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism, Chapter 2, p. 27–30
CRC (2006). Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism, Chapter 1, p. 30–32
Ewert, A, & Jamieson, L, (2003). ‘Current status and Future Directions in the Adventure Tourism Industry’, in Wilks, J. and S.J. Pages, (eds) Managing Tourist Health and Safety in the New Millennium. Elsevier Science, Oxford, UK, p. 67-84
Ford, R & Peeper, W.C, (2008). Managing Destination Marketing Organizations: The Tasks, Roles, and Responsibilities of the Convention and Visitors Bureau Executive, Orlando, FL, ForPer Publications
McEachen, E, Kosny, A, Ferrier, S, & Chambers, L, (2010). The ‘Toxic Dose’ of System Problems: Why Some Injured Workers Don’t Return to Work as Expected. Journal of Occupational Rehabilitation, 20 (3) p. 349-67
Ryan, D. (2009). Safety Perception Survey, Professional Safety, Des Plaines, 54 (12) p.22-28
Telfer, D J, & Sharpley, (2008). Tourism and Development in the developing world, Pearson Prentice Hall
Wall, G, & Mathieson, A, (2006). Tourism: Change, Impacts and Opportunities. Pearson Prentice Hall
Wilks, J, (ed), 2006, Tourism in Turbulent Times: Towards Safe Experiences for Visitors, Elsevier Butterworth Heinemann, Chapter 1, p. 3-15
Wilks, J & Page, S.J (eds). (2003). Managing Tourist Health and Safety in the New Millennium, Pergamon, Chapter 1, p. 3-15.
Wilks, J & Page, S.J (eds). (2003). Managing Tourist Health and Safety in the New Millennium, Pergamon, Chapter 11, p. 154-176
Yuxin, C, Joshi, Y, Raju, S, & Zhang, Z. (2009). A Theory of Combative, International Journal of Industrial Organization, 27(1), 43-50

"Get 15% discount on your first 3 orders with us"
Use the following coupon

Order Now