University of Surrey - Guildford

Registry > Module Catalogue
View Module List by A.O.U. and Level  Alphabetical Module Code List  Alphabetical Module Title List  Alphabetical Old Short Name List  View Menu 
2010/1 Module Catalogue
Module Provider: School of Management Short Name: MA340
Level: M Module Co-ordinator: EICHHORN VM Miss (SoM)
Number of credits: 15 Number of ECTS credits: 7.5
Module Availability

Spring Semester

Assessment Pattern
Unit(s) of Assessment
Weighting Towards Module Mark( %)
Group project report based on fieldwork
Individual reflective essay
Qualifying Condition(s)  

Module Overview

Destination Marketing Organisations (DMOs) face a wide-range of political and resource-based challenges and constraints not encountered by private sector businesses, which make destination marketing and management a highly complex area of study. 

This module explores the underlying principles and key characteristics of destination management and marketing by drawing on fundamental subject areas related to organisation structure and governance challenges, marketing planning and research, image, promotion and branding for destinations as well as performance evaluation. 

A critical understanding of the nature of DMO operations, challenges as well as opportunities is essential, not only for students seeking a career as active stakeholder within a DMO, but also for those wishing to work for private sector tourism businesses, as comprehending the principles guiding the public sector leads to more effective collaboration between both sectors. 

The module provides students with the opportunity to engage in the practical application of tourism theory as well as encouraging them to adopt a critical approach to analysing a tourist destination. Central hereby is a domestic fieldtrip with the objective to enable students to gain first-hand experience in addressing a specific research problem and conducting marketing research. Insights gained from the field experience are channelled back into producing a theoretical report, which critically examines the complex processes and practices in destination marketing and management.

*** Please note that the fieldtrip is an essential part of this module and that the cost of the trip has to be covered by the participating students *** 



Module Aims

This module is designed to provide students with the opportunity to develop a critical appreciation of the key principles, concepts and techniques associated with destination management and marketing as well as to understand the connection between theory and practice. Further, the module encourages students to develop their practical skills in gathering, analysing and presenting data.

Learning Outcomes

On successful completion of this module the students will be able to:      

  • Discuss the underlying principles, particularities and dynamics of DMOs and understand business and policy implications in managing and marketing a destination (K, C) 
  • Demonstrate a critical understanding of the role of destination branding and promotion, marketing research as well as performance evaluation techniques (K, C) 
  •  Appreciate the factors that influence tourism destination image (K, C)  Apply theoretical knowledge on destination management and marketing by examining a specific research problem in a particular destination (K, C, P) 
  • Compare and contrast between tourism theory and practice by identifying practical issues related to destination management and marketing (K, C, P) 
  •  Propose strategic destination management and marketing directions (C, P, T) 
    Develop practical skills in the critical analysis of primary data and presenting findings (P, T) 
  •  Encourage lifelong learning and improvement through reflective learning skills (C, P, T) 

Learning outcomes should be categorised as: 

·        Subject knowledge and understanding (K)  

·        Cognitive Skills (C)  

·        Practical/ Professional Skills (P)  

·        Transferable Skills (T)

Module Content
  • Organisation structure and governance challenges 
  • Marketing planning and research 
  • Destination branding, promotion and image 
  • Performance evaluation
Methods of Teaching/Learning

The key teaching and learning strategy is problem-based learning, supported by the provision of theoretical aspects on destination management and marketing and relevant examples from the industry. 

By using a specific destination as case study, the module provides students with knowledge in the field of applied tourism destination management and marketing. This encourages students to explore, critically evaluate and apply theoretical perspectives in a specific setting to understand
the challenges and practicalities involved in managing and marketing tourism destinations. 

The teaching and learning methods include a combination of theoretical lectures and presentations designed to provide an essential framework of knowledge, supported by directed reading, in-class discussions (drawing on practical examples and case studies), to develop students’ critical thinking and analysis skills. The fieldtrip incorporates guest lecture sessions as well as primary research to offer students practical engagement in analysing a tourist destination from a marketing and managerial perspective.  

Selected Texts/Journals
Expected purchase

Pike, S (2008) Destination Marketing: An Integrated Marketing Communication Approach.  Oxford : Butterworth-Heinemann, ISBN: 978-0-7506-8649-5.


Batchelor, R. (1999) Strategic Marketing of Tourism Destinations, IN F. Vellas & L. Becherel (eds.) The International Marketing of Travel and Tourism, pp. 183-195, London: MacMillan Press 

Bennet, O. (1999) Destination Marketing into the next Century, Journal of Vacation Marketing, Vol. 6(1), pp. 48-54 

Dore, L. And Crouch, G.I. (2002) Promoting Destinations: An Exploratory Study of Publicity Programmes used by National Tourism Organisations, Journal of Vacation Marketing, Vol. 9(2), pp. 137-151 

Dunne, G., Buckley, J., and Flanagan, S. (2007) City Break Motivation: The Case of Dublin - A Successful National Capital, Journal of Travel and Tourism Marketing, Vol. 22 (3/4), pp. 95-107  

Evans, N, Campbell, D & Stonehouse, G (2002) Strategic Management for Travel and Tourism. Oxford : Butterworth-Heinemann

Heath, E & Wall, G (1992) Marketing Tourism Destinations: A Strategic Planning Approach. New York : John Wiley & Sons  

Hollensen, S (2002) Marketing Management: A Relationship Approach. Harlow : Pearson Education  

Kolb, BM (2006) Tourism Marketing for Cities and Towns. Oxford : Butterworth-Heinemann 

Kolb, B. (2008) Marketing Research: A Practical Approach. London : Sage 

Kotler, P (2002) Marketing Management (11th edition). Harlow : Pearson Education  

Kotler, P (2002) Strategic Brand Management (2nd edition). Harlow : Pearson Education  

Kotler, P, Bowen, JR & Makens, JC (2002) Marketing for Hospitality and Tourism (3rd edition). London : Prentice Hall

Kotler, P., Haider, D.H. and Rein, I. (1993) Marketing Places, New York : Free Press  

McDonald, M & Wilson, H (2002) New Marketing. Oxford : Butterworth-Heinemann 

Middleton, V & Clarke, J (2001) Marketing in Travel and Tourism (3rd edition). Oxford : Butterworth-Heinemann  

Morgan, N., Pritchard, A. and Pride, R. (2004) Destination Branding: Creating the Unique Destination Proposition, Oxford : Butterworth-Heinemann 

Moutinho, L (ed) (2000) Strategic Management in Tourism. Oxon: CABI Publishing  

Oppermann, M. (1999) Predicting Destination Choice – a Discussion on Destination Loyalty, Journal of Vacation Marketing, Vol. 5(1), pp. 51-65

Pearce, D.G. (2007) Capital City Tourism: Perspectives from Wellington , Journal of Travel and Tourism Marketing, Vol. 22 (3/4), pp.7-20 

Peirce, S. and Ritchie, B.W. (2007) National Capital Branding: A Comparative Case Study of Canberra, Australia and Wellington, New Zealand, Journal of Travel and Tourism Marketing, Vol. 22 (3/4), pp. 67-78 

Prideaux, B. and Cooper, C. (2002) Marketing and Destination Growth: A Symbolic Relationship or Simple Coincidence? Journal of Vacation Marketing, Vol. 9(1), pp. 35-51  

Puczko, L., Ratz, T., and Smith, M. (2007) Old City , New Image: Perception, Positioning and Promotion of Budapest, Journal of Travel and Tourism Marketing, Vol. 22 (3/4), pp.21-34  

Richardson, P (2001) Internet Marketing: Readings and Online Resources. Maidenhead: McGraw-Hill  

Ritchie, B & Crouch, C (2003) The Competitive Destination: A Sustainable Tourism Perspective. Oxon: CABI  

Ryan, C (1995) Researching Tourist Satisfaction: Issues, Concepts, Problems. London : Routledge  

Smith, A. (2007) Monumentality in 'Capital' Cities and Its Implications for Tourism Marketing: The Case of Barcelona , Journal of Travel and Tourism Marketing, Vol. 22 (3/4), pp. 97-93 


Bahar, O. and Kozak, M. (2007) Advancing Destination Competitiveness Research: Comparison Between Tourists and Service Providers, Journal of Travel and Tourism Marketing, Vol. 22(2), pp. 61-71  

Beirman, D (2003) Restoring Tourism Destinations in Crisis: A Strategic Marketing Approach. Oxon: CABI 

Bharadwaj, SG, Varadarajan, PR, & Fahy, J (1993) Sustainable Competitive Advantage in Service Industries: A Conceptual Model and Research Propositions, Journal of Marketing, Vol.57(4), pp.83-99 

Bordas, E. (1994) Competitiveness of Tourist Destinations in Long-Distance Markets, The Tourist Review, Vol.3, pp. 3-9 

Byme, P. and Skinner, H. (2007) International Business Tourism: Destination Dublin or Destination ? Journal of Travel and Tourism Marketing, Vol. 22 (3/4), pp. 55-65 

Chon, K.S. and Mayer, K.J. (1995) Destination Competitiveness Models of Tourism and their Application to Las Vegas, Journal of Tourism Systems and Quality Management, Vol. 1(2,3,4), pp. 227-246 

Faulkner, B., Oppermann, M., and Fredline, L. (1999) Destination Competitiveness: An Exploratory Examination of South Australia’s Core Attractions, Journal of Vacation Marketing, Vol. 5(2), pp. 125-139

Hall, M. (2000) Rethinking Collaboration and Partnership: A Public Policy Perspective, IN Bramwell B. and Lane, B. (eds.), Tourism Collaboration and Partnerships: Politics, Practice and Sustainability, Channel View: Clevedon

Haven-Tang, C., Jones, E., and Webb, C. (2007) Critical Success Factors for Business Tourism Destinations: Exploiting Cardiff's National Capital City Status and Shaping Its Business Tourism Offer, Journal of Travel and Tourism Marketing, Vol. 22 (3/4), pp. 109-120

Kozak, M. (2002) Destination Benchmarking, Annals of Tourism Research, Vol. 29(2), pp. 497-519

Mazanec, J.A., Wöber, K. and Zins, H. (2007) Tourism Destination Competitiveness: From Definition to Explanation? Journal of Travel Research, Vol. 46, pp. 86-95

Mules, T., Pforr, C., and Ritchie, B.W. (2007) The Impact of Domestic Tourism on Perceptions of 's National Capital, Journal of Travel and Tourism Marketing, Vol. 22 (3/4), pp. 35-53

Ritchie, JRB (1993) Crafting a Destination Vision: Putting the Concept of Resident-responsive Tourism into Practice, Tourism Management, Vol.14, pp.379-389

Wood, M (2002) The Marketing Plan. Harlow : Pearson Education

Other Indicative Reading :

Academic Journals:

  • Annals of Tourism Research 
  • International Journal of Tourism Research 
  • Tourism Management 
  • Tourism and Hospitality Research 
  • Cornell Hotel and Restaurant Administration Quarterly 
  • Topic-specific reading lists are provided after each lecture.





















Last Updated