Tourism Destination Development
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 unhealthy compromising 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 downsides  and undesired community impacts.
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Strategic Planning and Marketing (4) ‘Where the competitive edge really lies’ By Bruce Dickson, Tourism Development Solutions Key leadership considerations KEY 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 - o resolve conflicting perspectives on tourism; undertake key research; o broaden participation; o address and meet identified challenges; o build cooperation; and o align & 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.
INDEX TO MORE DEVELOPMENT RESOURCES
News Report* - 28 January 2007 US 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. 
Our planning approach provides cities and counties with the productive strategic insights  and fresh, imaginative perspectives they are seeking for their unique tourism development needs.  Copyright 2012: Bruce Dickson, Tourism Development Solutions.
A tourism goal possesses little value and even less promise without a plan in place on how to reach it.”                                                     - Bruce Dickson (TDS)
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