Why are strategic plans so important to tourism success?
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:
Newly emerging, or facing intensive competition
Have an embryonic mix of
niche attractions - whose combined potential is unrealized;
Possess insufficient existing attractions or known experiences - but
opportunities exist;
Can now only offer largely aging attractions of diminishing quality,
depth and appeal;
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.**
**Particularly if it is to take full advantage of its available attractions and resources ... and prioritize their use to maximum effect. 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 engaging in wishful thinking?) If not already undertaken, a tourism destination assessment can help answer this question.
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 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.
By way of example, consider the remarkable 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, 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.
And what types of strategy plans work best?
Leading destinations are aware that not only their tourism marketing and sales focus must be approached with great strategic insight, but also their broader destination and product development issues.
This is specially true of the need to constantly (but judiciously) extend and upgrade the strength, mix and appeal of a destination's visitor experiences -
and key supporting amenities and services. (An answer to the 'been there, done that' visitor syndrome and 'pursuit of the new'.) Tourism marketing, sales and development issues are strongly interdependent. So an integrated approach to them all can really boost results and accelerate a destination's prospects for success.
Leadership considerations
Integrated strategic outcomes often result from a leadership approach that:
Actively pursues and facilitates stronger industry and community inclusiveness, cooperation & cohesiveness;
Uses planning as a process to resolve conflicting perspectives on tourism; broaden participation; address and meet
identified challenges; build cooperation; and align strategic goals, directions and activities.
Sees the whole picture (including how it fits together), not just the parts;
Builds a shared understanding and ownership of exactly what 'step by step' actions must be taken to achieve the
destination's agreed goals. And within which pre-defined and mutually agreed charter of values and behavior.
Wishes to apply a more considered and productive strategic focus to its marketing direction and sales activity.
By contrast, industry feedback suggests common enemies of success are:
Lack of overall leadership & vision;
A focus on marketing alone, with no-one accepting overall strategic responsibility for the destination's development;
Insufficient political, industry or community will; or letting 'politics' harm marketing decision-making & results;
Insufficient awareness of the value & contribution of tourism;
Entrenched parochialism (sometimes linked to blaming others or maybe adopting a counterproductive victim outlook
- where opportunities are overlooked);
Pointless ego or territorial-based disputes (often inter-agency or department based); and
Undue compromising of plans in response to 'professional cynics' or 'full-time knockers' active within some
communities.
Lack of key stakeholders' involvement, 'ownership' & active support; failure to address tourism's potential downsides.
An ultimate key to strategic success:
"Garbage in, garbage
out." This is recognized as a fundamental truth with computers, but it also happens to be a crucial consideration when developing
practical tourism strategy plans.
Good outcomes depend on good strategies and good strategies depend on good strategic thinking. This process of course also involves excellent research, analysis, evaluation and selection of achievable strategic priorities and opportunities ... not to forget the quality of resourcing and implementation.
