Pathology Quality competitive tourism Desert destination management (Case Study: Shahdad Kerman desert)

Today, tourism is one of the most dynamic economic activities that play an important role in local sustainable development. In this connection, According to the World Tourism Organization, by 2020, the number of international tourists will reach to 1.5 billion, and the growing trend of tourism will continue and in the meantime, ecotourism is of such a place that the United Nations called yea2002 as the International Year of Ecotourism. In the prospect document for development of the twenty years, the Islamic Republic of Iran has set itself the goal of achieving the first rank in the various economic, social and cultural spheres of the region, achieving 1.5% of the world's tourism. In other words, on horizon 1404 Iran has to attract twenty million tourists. In this regard, he desert tourism as an economic sector is growing rapidly, So that, An intense competition exists among potentially eligible areas to attract more tourists, Surely, Based on the experiences made in the world, One of the powerful tools is the improvement of the quality of tourism destination management. Shahdad desert is part of the western border of Loot desert. Shahdad with 24 thousand square kilometers in southeastern part of Iran and northeastern part of Kerman is one of the largest parts of the country and the most ancient part of Kerman province which has the characteristics of attracting tourists. But the problem is that in Iran, according to the potentiaps of tourism attractions of the desert in the country, Including Shahdad Kerman desert, Attractting tourists is not successful. That seems among the effective factors , are the damages on the tourism destination management of desert from the competing view.

Methods and Material:

This study due to the importance of the subject with the aim of testing the said hypothesis and its pathology was carried by using library and documentary methods and field surveys, and using a questionnaire tool. The statistical community of this research included university professors and tourism experts, on condition of complete knowledge of desert tourism And desert, and in particular familiar with the desert of Shahdad, Kerman. Based on Karachi and Richie models, the destination management indicators were extracted and Delphi method was localized and a questionnaire was prepared based on Cronbach's alpha of 0.85 .The questionnaire had appropriate reliability. Also, to determine the rank and position of Indicators, weighting, normalizing, weighted scoring, and finally, the weakness rating of indicators were used. An appropriate model for developing tourism destinations is very important with these considerations. In the late 1990s, Krach and Richie presented their model for the nalysis of tourism competition, which is a conceptual model of the competition destination. This conceptual model is based on the well-known framework of Porter (1990), the National Diamond Competitiveness Framework. Krach and Richie, used Porter's framework of competitive advantage but did not concentrate on companies and productsThey devlopeded their attention from companies and products / services to service industries and national economies.; therefore, they believed that the competition of the destination should be not only be measured by its ability to promote livelihoods and social flourishing, but also by the efficiency in allocating resources that will bring about prosperity in the long run .The model consists of five factors (Nadalipour, 2013): supporting factors and resources, Axis resources and attractions, Destination management, policy, Destination planning and development, and Qualitative characteristics ( Moderator and amplifier characteristics). But in this research, Krach and Richchi model became native. Based on native model, Indicators of measurement, marketing (advertisement) tourism products, attractive and suitable programs for visitors, the quality of visitors experience, crisis management, holding festivals, use of information and communication technology, competitive pricing, improving the quality of human resources involved in desert tourism, Creating constructive and bilateral interaction between the private, public and public sectors engagement constructive and bilateral indicators between the private, public and public sectors were determined.

Based on the findings of the research, the highest ranked weak raking are, respectively: Use of information and communication technology, marketing (advertisement) of tourism products, attractive and suitable programs for visitors, competitive pricing, holding festivals, improving the quality of human resources involved in tourism, research, the quality of visitors experience, crisis management and engagement constructive and bilateral indicators between the private, public and public sectors. In this regard, based on the findings of the research, currently, with the exception of a few websites and public weblogs which introduced Shahdad desert, an integrated system for the management and marketing of destinations based on information and communication technology has not been designed and launched. Also, according to research findings, in association with the marketing and advertising index in Shahdad desert, four powerful forces are effective, including the shape and form of marketing of tourism, climate, natural resources and culture. The climate, natural resources and culture dominated by the Shahdad desert due to the nature of desert and desert tourism adventurer, Kerman area is suitable for attracting such tourists, therefore, the problem should be sought in the form of marketing tourism.

Therefore, based on the findings of the research and in line with the research hypothesis, it can be concluded that damage to desert and desert tourism destination management with emphasis on the desert of Shahdad Kerman from the perspective of competitive advantage has lead to the weakness of its position in both domestic competition and Foreign competition.At the end, solutions, as follows, was proposed to increase the tourism of Kavir Shahdad Kerman: Establishment of the Destination Management System (DMS), the establishment of a Destination Management Organization (DMO), enhancing the sense of competitiveness among the authorities and indigenous people of the Desert Shahdad area, eliminating the interference between the supplier's personal interests and social benefits, arranging attractive and suitable programs for attendees with a minimum competitive price, with a long-term look at demand stretching, receive a decent percentage of the cost of improving the human resources involved in tourism in the desert Shahdad by the government, increasing research on the tourism of desert Shahdad from different perspectives such as institutional, productive, historical, Managerial, sociological, geographic, interdisciplinary, system, etc., More attention to the importance of mouth-to-mouth (oral) propagation, more attention to the importance of crisis management, and the creation of constructive and bilateral interaction between the private, public and public sectors in the context of DMOs.