It’s about being more systematic, thoughtful and
imaginative ... and flying less by the seat of your pants, as
daily events so quickly take over and dominate your attention.
By way of example, consider the remarkable, longer term
strategy-led successes of New Zealand (including its world
famous 'adventure capital', Queenstown), Costa Rica (eco-
tourism) and Australia - with all achieving creditable growth
in visitation and source-market desirability.
Results achieved despite the comparatively small scale of
their tourism industries, and the perception (at least) of an
arduous and costly international trip to reach their shores.
^ Particularly if it is to take full advantage of its available attractions
& resources and prioritize their use to maximum effect. (Often greater
tourism appeal & impact is made possible by thinking regionally.)
But on the other hand, if insufficient attractions exist and distances or
location are particularly adverse, the real question could be - 'Is
tourism really a serious option for us'? (Or are we simply engaging in
wishful thinking?) If not already undertaken, a tourism destination
assessment can help answer this question.
Why are strategic plans
so important to tourism success?
KEY INSIGHT:
Sales and marketing development activity undertaken in a
strategic vacuum can never realize its true potential and
results.
Successful destinations fully understand and meticulously
apply this most fundamental of principles to all their
marketing.
Integrated marketing and development strategies are
particularly vital to the tourism futures of destinations
(whether local, regional, or state) with one or more of the
following characteristics:
1.
Newly emerging, or facing intensive competition
(including an oversupply of visitor destinations);
2.
Have an embryonic mix of niche attractions -
whose combined potential is unrealized;
3.
Possess insufficient existing attractions or known
experiences - but opportunities exist;
4.
Can now only offer largely aging attractions of
diminishing quality, depth and appeal;
5.
Possess great natural attractions* at risk of losing
their appeal - if not properly conserved, managed
and planned.
(*Or alternatively, highly distinctive or authentic built
environments and heritage sites.)
The smaller, more distant, or less well known a destination is, the
more it also needs to develop the best tourism strategy plans
possible - on a local and/or regional basis.^
Even the most fortunate and dynamic of destinations are in need
of sound, action-based strategies as well. The more astute of
these already know that thorough market research, strategic
analysis and flexible planning (e.g. over 1 to 3 years) is a
necessity, if they are to remain competitive against other active
visitor destinations with the same or higher appeal.
Investing extra time & effort in strategic planning is about
knowing where you are going and how to get there. It’s about
doing smart things for the right reasons to get the best results.
Tourism Destination Development
developtourism.com
Strategic Planning and Marketing:
‘Where the competitive edge really lies’
By Bruce Dickson, Tourism Development Solutions (TDS)
TDS Tourism Strategy Plans
© Tourism Development Solutions 2012
“A goal without a plan is just a wish.”
“Tourism strategies that are innovative and
powerful demonstrate .. their ability to integrate
and see issues and possibilities as a whole.
Rather than just carrying on in bits and pieces in a
'business as usual' mode - a mode that is blind to
sharpening outcomes and new (more effective) ways
of achieving greater results.
This is where the competitive edge really lies.”
- Henry Mintzberg
(The rise & fall of strategic planning)
