Destination & Product Development
Tourism destination development
To focus the development process, the basic objectives need
to be clear. Beyond immediate project goals, this can include determining the types of tourism desired and the markets the destination
is wanting to attract, not just getting. Seasonality and extending length of stay and levels of local visitor spending
may be further considerations here. Also
knowing who in the community must contribute to the process along with all other key
stakeholders and partners.
1) Assessment: The first step in regional destination development is broadly & accurately assessing the destination's tourism assets and available resources - including experiences, attractions,
local character/sense of place, network links, skills base, stakeholder issues, past marketing, market research, product lifecycle,
strengths, weaknesses.
If desired, the destination's visitor services & market communications
including maps,
brochures and websites can also be audited as part of
this inventory process - with a view to evaluating their impact &
effectiveness.
Only then can the local opportunities and potential development needs,
for visitors and residents alike,
be accurately determined - in conjunction
with relevant local stakeholders.
2) Evaluation
of options & setting priorities: The next step is consideration and strategic evaluation of available options, followed
by choosing the best action priorities. (Basically - achievable, imaginative and rewarding.) This is always the most
strategically important step. The development pros & cons, and/or costs & benefits to the destination and its communities, should
also be determined as part of this process.
This process requires strong strategic insight & experience because, more
often than not, resources are limited and naturally the best possible return on investment is being sought. Strategies
should
align realistically with these.
For greater effectiveness, they should also aim to become as integrated in approach
as possible - do they, in some valuable way, relate to or link with other existing or future regional plans and any
likely partnerships (e.g. tourism marketing, business, economic development, cultural, conservation & land use, branding, local community
visioning)?
Action or project-based strategy plans address most needs best. Only with very specific strategic
priorities and measurable target goals accurately in place, can a destination and its community also hope to generate a true 'cycle
of success' from its action planning.
'Success breeds success.' And success invariably breeds greater visitor and industry support
- for now, and in
the future.
TCDS can significantly contribute to this asset assessment and strategy development process, as
well as help identify key strategic priorities.
3) Implementation phase: Something that calls not only for adequate
resourcing, but the presence of effective and motivated local leadership - along with constant fostering
of a committed 'sense of ownership' over the project by key stakeholders. Further monitoring and progress reviews are
a further need to assess effectiveness.
At TCDS, we take particular pride in our reputation for helping clients
build this necessary level of community ownership. Some report our consultations provide an unexpected bonus - they significantly re-energized
their stakeholders.
Tourism product development & renewal - including concept innovations
TCDS can
assist with the concept development process (e.g. using creative workshops, consultative interviews and specially
devised worksheets) required for any desired new attractions or upgraded regional tourism 'products' - including the theming & reinvention of local festive events.
Creativity & innovation remain critical to creating
strong visitor impressions and memories. Collaborative approaches can prove most effective here.
"Capturing peoples'
imaginations lies at the heart of successful travel and tourism"
'Special interest' tourism 
