ANTALYA REGION TOURISM CLUSTER: TO MEASURE THE IMPACT OF TOURISM CLUSTER ON REGIONAL DEVELOPMENT

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1 ANTALYA REGION TOURISM CLUSTER: TO MEASURE THE IMPACT OF TOURISM CLUSTER ON REGIONAL DEVELOPMENT Pelin Arsezen 1 Abstract This paper aims to analysis of the economy of the Antalya region, cooperation with the different institutions and the business environment, to elaborate map of the cluster, pointing the main business subjects and their links with suppliers, clients, nongovernmental organizations, educational institutions and other companies from different spheres. The cluster map is centered on the four pillars of tourism: accommodation, restaurant and food service, transportation, and attractions. We argue that such understandings are principally informed by configurations of tourism industry cluster that have already formed in a region. We develop theoretical propositions linking characteristics of regional industry cluster configurations, in particular cluster dominance and cluster interrelatedness, to the strength and focus of regional identity and, as a result, to the types and amounts of resources that will develop within and flow into and out of regions. Keywords: Regional development, tourism cluster, competitiveness, sustainability 1. Introduction Antalya is a city in southern Turkey. The city located in the Mediterranean Region and along the coast of Mediterranean Sea. In Antalya, the tourism industry is vital to the country s economy in terms of its significant contribution to the GDP and foreign Exchange earnings. Antalya s tourism industry relies heavily upon its historical and natural resources. This paper aims to illustrate the Antalya Region Tourism Cluster and to measure tourism cluster impact on regional development. The theoretical basis for this paper is founded on cluster concept and 1 Dr. Pelin Arsezen, Tourism Faculty, Mugla Sitki Kocman University, Mugla, Turkey

2 typology. The cluster is informal economic union that generates new possibilities for raising the competitiveness of the involved in companies. First of all this is an informal economic system, whose moving parts /the cluster members/ are working in one defined geographically territory. Each company or organization on this territory is trying to develop its priorities towards its competitors and to introduce something new and more attractive to the market internal or external. And when an organized form of partnership and interaction between the direct competitors and their suppliers and the supporting organizations and associations, presents in that environment there is professional dialog and know-how, information and ideas exchange. When there are mutual actions in support of preliminary outlined direction for the achievement of defined and profitable for everyone goals, we can expect tangible improvement of the competitiveness. This paper aims to analysis of the economy of the Antalya region, cooperation with the different institutions and the business environment, to elaborate map of the cluster, pointing the main business subjects and their links with suppliers, clients, non-governmental organizations, educational institutions and other companies from different spheres. The cluster map is centered on the four pillars of tourism: accommodation, restaurant and food service, transportation, and attractions. We argue that such understandings are principally informed by configurations of tourism industry cluster that have already formed in a region. We develop theoretical propositions linking. In the conditions of global competition, it is getting harder everyday to obtain a competitive position. Even if a country, or an organization, has advantage, it may still fall behind its rivals unless it carries out continuous improvement and modernization. On today's world map, forms that are called clusters have strong influence (Bernini, 2009). Clusters are bodies that exhibit extraordinary competitive success in critically important localities (Bergamn and Feser, 1999). A striking characteristic of the clusters is the fact that they exist in every national or regional economy, particularly in the countries that have thriving economies. Silicon Valley and Hollywood are the most widely-known clusters. Clusters are not unique; as a matter of fact they have extremely typical characteristics, which is a situation that creates a paradox. Firm competitive advantages of a global economy gradually move to regional phenomena such as information, motivation and relation, which the competitors can not simulate. The long-term success of a nation lies behind creating competitive advantage and holding it (Porter, 1998, Novelli et al., 2006). Therefore, countries and regions need to carry out competition strategy. In this study Porter s diamond model were used. According to this model economic growth depends on clusters and its analyzes. This model consists of four main factors, as demand

3 statuses, production statuses, structures and strategies of the related and supporting industries and companies, and their competitive capacities; and two external factors as the state and luck. Although the interest shown towards geographical networks, clusters and their roles in economic growth has increased in the recent years, it draws one's attention that, regarding the studies in this field, the researches on production and technology based sectors are common but the number of the researches on service sectors, such as tourism, is inadequate. As it is known, economies grow with the formation of regional agglomerations and business networks (Novelli et al., 2006). And tourism sector is mostly consisted of SMEs and the networks created by them. For this reason, decoding the tourism networks and clusters in tourism destinations, and analyzing their structures are the pre-requisites of forming a successful cluster. Objectives of the study are to evaluate the impact of tourism cluster on local development, and the interaction, competitiveness and sustainability of tourism cluster on economy, society and environment (McRone, 1969). The theoretical basis of the study is founded on the adaptation of cluster concept and typology, and the integration of the concepts of systemic competitiveness and sustainability within economic, social, cultural, environmental and political dimensions. With a holistic and interdisciplinary view to the sectors, the proposed model will show the role, impact and performance of tourism in local development, and the way how and to what extent its performance can be improved (Flowers and Easterling, 2006). Thus, it will be possible to establish a strategic development model. By means of this model, strategies which can be implemented by all organizations for competitiveness, cooperation and a sustainable development in the tourism industry can be developed (Ferreira and Estevao, 2009, Dwyer and Kim, 2003). It may well be that this model will serve as an example for many other countries and referred to in future studies. Tourism's role in the development of Antalya Region, geographical networks, clusters and defining them and emphasizing on their importance in the context of their contribution in economic growth are the main subjects of this study. It has been aimed to maximize the benefits of the clusters and networks, which play a role in the economic and social life of Antalya Region, by determining their contributions. In this context, it will be attempted to take solid steps intended for the development of the region and the sector on a basis where all the players are represented, by establishing a tourism cluster in the Region of Antalya.

4 2. About Antalya Because of the archaeological and natural riches of the area, Antalya is also known as the Turkish Riviera. The sun, sea, nature and history combine to form a very popular resort, highlighted by some of the cleanest beaches in the Mediterranean. The 630km shoreline of the province is liberally scattered with ancient cities, harbours, memorial tombs and beaches, secluded coves and lush forests, many of which are easily accessible from the city. With its palm-lined boulevard, internationally-acclaimed marina, and old castle with traditional architecture, all set amidst a modern city, Antalya is a major tourist centre in Turkey. In addition to the wide selection of hotels, restaurants, bars, nightclubs and shops, the city also plays host to a number of sporting events throughout the year, like international beach volleyball, triathlon, golf tournaments, archery, tennis and canoeing competitions. The Cultural Centre, which opened in 1995, hosts cultural and art events in the fields of music, theatre, and creative arts. The main area of interest in the city is central old quarter within the Roman walls, known as Kaleici, and there are many good museums. 3. Antalya Diamond Analysis Due to the characteristics of the tourism cluster, local development programs consider it as a local strategy for combating regional disparities and social inequality. Porter (1998) emphasizes that tourism does not depend only on the appeal of the main attraction (beaches or historical sites), but also on the comfort and service of hotels, restaurants, souvenir shops, airports, other modes of transport and so on. As the example shows, the parts of the agglomerate are generally effectively dependent on each other. A bad performance of one may prevent the success of the others.

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6 According to Porter (1998) cluster is a geographic concentrations of interconnected companies and institutions in particular field cluster include splendid array of linked industries and other entities significant to competitions. Through the applications of the definition tourism five main factors can be counted as component of clusters in Antalya. Porter s diamond model necessitates good understanding of competition and considerable interest in forming linkages among businesses. However, the local industry is fragmented and fraught with internal divisions. Hence, kind of sticky substance needed to join and hold the cluster together seems to be absent. On the other hand, stronger social networks and local leadership are needed to enhance the development of such social capital might ensue. Follow the Table 1. shows us findings about Antalya Tourism Cluster.

7 Performance levels of the component organizations of Antalya clusters determine the overall economic development of the city. On the other hand, duue to interrelations in clusters any problem in one clusters give rise unrecoverable problem in others. 4. Conclusions Due to the increasing unemployment, budget deficit and inadequate development level between the regions policy makers are needs to be turn to labour intensive tourism as a way stem to flow, the general lure of beauty and tranquillity, adventure and gastronomy can attract bring new business to certain region and then rural part of the region. In order to achieve this goal, traditional economic development models are needed to be augmented with those incorporating an appreciation of customer demand and service rather than a reliance on the economies of production and distribution. It is possible to conclude that tourism in the Antalya is a rapidly growing cluster without serious government support up until now. However, it is still trailing behind regional rivals such as Valencia and Athens. In order to encourage growth potential of the region, the government needs to improve the business environment of Antalya and infrastructure by providing an enabling political, legal and social environment. By this way it may be possible to draw attentions of high-value customers from rich countries to regions. Vigorous cluster-based efforts should also be made to encourage the linkage between the healthcare industry, the tourism sector and supporting industries such as telecommunications and advertising in terms of packaging products, coordinated marketing and upgrading of the cluster. Regional products and services are used as one of the tools to increase diversification of tourism portfolio of Antalya aiming at attracting and retaining more visitors into the region. The residents and the visitors to this area are need to be aware of the variety of opportunities available, and through the developing inter related businesses in clusters are encouraged to operate. Besides cluster theory focuses on the advantages of economies of agglomeration and on the role of social capital interactions in the development of a region. In the light of national trends, this project has in fact been designed to stress the importance of using local resources and of the health-related practices. Local and regional products and services are used as one of the means to increase visibility and diversify the Antalya tourism portfolio aiming at attracting and retaining more visitors into the region.

8 References [1] Bergamn, E. And Feser, E., 1999, Industrial And Regional Clusters: Concepts And Comparative Applications, University Of West Virginia, [2] Bernini C., Convention Industry And Destination Clusters: Evidence From Italy, Tourism Management, 30, [3] Cunha, S. K. And Cunha, J. C., Tourism Cluster Competitiveness And Sustainability: Proposal For A Systemic Model To Measure The Impact Of Tourism On Local Development, Bar, V. 2, N. 2, Art. 4, P , [4] Dwyer, L. And Kim, C., Destination Competitiveness: Determinants And Indicators, Current Issues In Tourism, Vol.6, Nº5; Pp [5] Ferreira, J. And Estevao, C., Regional Competitiveness of Tourism Cluster: A Conceptual Model Proposal, University Of Beira Interior, Muenchen.De/14853/ [6] Flowers, J. And Easterling, K., Growing South Carolina s Tourism Cluster, Business and Economic Review, Vol. 52, Nº3, Pp [7] Mcrone G., Regional Policy In Britain, University Of Glasgow Social And Economic Studies, London, (1969). [8] Novelli, M., Schmitz, B., Spencer, T., Networks, Clusters And Innovation In Tourism: A Uk Experience. Tourism Management, 27(6), [9] Porter, M., Clusters And Competition: New Agenda For Companies, Governments And Institutions, Harvard Business School Press. Boston, [10] Jordanian National Competitiveness Team / Ministry Of Planning, Hashemite Kingdom of Jordan: The Tourism Cluster, (2000).