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); •Undue or unhealthycompromising of plans in response to 'professional cynics' or 'full-time naysayers' active within some communities;•Lack of key stakeholders' involvement, 'ownership' & active support; •Failure to address tourism's potential downsidesand undesired community impacts.
Strategic Planning and Marketing (4)‘Where the competitive edge really lies’By Bruce Dickson, Tourism Development SolutionsKey leadership considerationsKEY INSIGHT:Effective leaders see strategy planning as a process to help resolve conflicting perspectives on tourism; broaden participation; address and meet identified challenges; build cooperation; and align & prioritize strategic goals, directions and activities.Integrated strategic outcomes often result from a leadership approach that - 1.COOPERATES:Actively pursues and facilitates stronger industry and community inclusiveness, cooperation & cohesiveness. Finds common ground.2.PROCESSES:Uses planning as a process to - oresolve conflicting perspectives on tourism; undertake key research;obroaden participation; oaddress and meet identified challenges; obuild cooperation; and oalign & prioritize strategic goals, directions and activities.3.SEES:Is aware of the whole picture (including how it fits together), not just the parts. 4.BUILDS: Helps create a shared understanding and fosters 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. 5.THINKS:Wishes to apply a more considered and productive strategic focus to its marketing direction and sales activity.
News Report* - 28 January 2007US international market share decline: 'No strategy'“While other countries have become ... more coordinated and sophisticated in their efforts to attract international visitors, the US still lacks a national strategy to compete. This puts the US at a distinct competitive disadvantage in efforts to attract world travel."- Travel & Tourism Advisory Board Study, US Commerce Department*Where the USA sat before the 2011 ‘Brand USA’ initiative. Consequences? An estimated 10 year spending loss to the US of $606 billion - from 78 million lost visitors.
“A tourism goal possesses little value and even less promise without a plan in place on how to reach it.” - Bruce Dickson (TDS)