The performance measures for a secured regional tourism’ s future will be a completion of yearly targeted sites, strategies for local tourism planning and even distribution of visitors for leveling occupancy. In order to measure the performance of visitor expenditure over a number of visitors (or visitor nights), average daily spends of visitors will be monitored and the total spend of WA tourism will be compared against national average as well as total visitor nights. To measure Aboriginal tourism’ s development and growth, performance indicators will increase in export of Aboriginal tourism products growth in the number of customers experiencing Aboriginal tourism. For fulfillment of the objectives and utilization of resources, it is important that various stakeholders and non-marketing staff are aware of their specific roles and responsibilities (Howden, 2007).
These responsibilities and roles are discussed below; Directors: Directors include the highest management overseeing successful completion of larger aims and objectives. Their roles and responsibilities include corporate governance and setting tourism’ s strategic direction. They are also responsible for setting management goals and delegating daily operations to the executive managers and CEO (Chapman, 2004).
Personnel: The major role of the marketing personnel is to provide long-term and high-level strategies on marketing mix of Tourism WA. Specifically, the marketing department will concentrate upon considering the specific market needs and priorities such as market entry. They are also responsible for monitoring and supervising other long-term and strategic marketing projects such as consumer trends and digital strategies. Business Owners: Business owners include board members and individuals who control the business. Apart from overlooking and monitoring successful accomplishment of strategic long-term goals, they are also responsible for ethical standards and monitoring their proper implementation by all contractors, members, and employees.
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