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The Strategic Foundations: Assessing the Situation and Setting a Vision,…

The Strategic Foundations: Assessing the Situation
and Setting a Vision, Goals and Objectives

- - - - How is the tourism product performing?
      - What are the overall dimensions of tourism demand and impact?
      - Market performance – e.g. occupancy, visitor numbers.
      - Yield and profitability.
      - Peaks and troughs
      - Sources
        
        Occupancy surveys
        
        Attraction surveys
        
        National Tourism Surveys on domestic and inbound visitors.
        
        Tourism Satellite Accounts (TSAs).
        
        Local Economic Impact models
- - - - outside the control of the destination marketer
        
        environment is changing at an escalating rate
  - - - • Tangible resources
        
        • Intangible resources
      - • Financial resources
        
        • Human resource
    - - The scale of the tourism product;
      - The key motivation themes and their relative strengths, the unique selling points (USPs);
      - The capacity of tourism resources;
      - The quality of tourism resources;
      - Current and potential investment.
      - Identified though
        
        Product databases;
        
        Audits;
        
        Site visits;
        
        Capacity studies.
  - - - Market trends. Global movements, demand consistency and fluctuations, etc.
      - Source markets and segments
      - Market gaps
      - Market impact
      - Total Market Review:
        
        research to pull together information on the global tourism market
        
        give a broad overview of the marketplace
        
        which to look at potential markets
        
        Current Market Review:
        
        It is important to know who is coming now.
        
        Sources:
        Vistors survey, Database analysis
  - - - Institutional “thickness” and competitive maturity
      - the interest of developing and promoting the destination while competing with one another;
      - The price competitiveness
      - Innovation and diversity of facilities and services;
      - The quality and standards of facilities and services;
      - Technological astuteness & The ability of the industry to capitalise on new one
    - - SWOT analyses should focus minds on real strengths, significant weaknesses, the best potential opportunities, and the greatest external threats.
      - example of SWOT of imaginary destination

2.2. Identifying Competitors and Tracking the Competitive Environment

2.2.2. Who are your competitors?

ranked by a range of criteria

2.2.4. Benchmarking Against Competitors

Benchmarking is an essential element of measuring your destination’s progress and performance.

Data for benchmarking purposes:

Annual average % growth compared to competitors

Accommodation capacity growth/ occupancy rates

Tourism seasonality/ geographical spread.

2.2.5. Watching the Competitive Environment

The aspects effect on the destination competitiveness:

Supplier and Buyer power (ex: price, financial ability, quality…)

Threat of Entry (ex: quality and cost of new destinations)

Complementors (Additional products/ services)

2.4. Turning Visions and Goals into Actions

The Vision and Goals require actions to be pursued

actions should initially be related to the strategic goals and to the DMO structure

The action/investment plan itself needs to address a number of elements including

The scope of the plan – its timescale and remit;

The process and the partners – who is the plan for and who is involved

Strategic direction - plan trying to achieve?

Action programmes (marketing, info service, etc)

In relation to the action programmes, the plan needs to identify

A description of those programmes and what they will involve;

The lead agency with responsibility for delivery;

Other partners involved in delivery of funding;

Timescales for delivery, and possibly key milestones;

Involve as many of the DMO and wider tourism community stakeholders as possible

Preparation of the action/investment plan follows the development of the strategy

The development of the action/investment plan should involve appropriate stakeholders or key players

2.3 Setting a Vision, Goals, Objectives and Core Strategies

The vision should be

Inspiring, imaginative and speak to aspirations of stakeholders;

Formulated with broad stakeholder participation

The goals should

Break the vision into defined outcomes;

Address key levers identified in competitive and macro analysis;

Be a realistic and consistent guide to action;

Build upon the destination’s strengths and take the best of the available growth opportunities;

Eliminate the weaknesses + guarding against the threats in the external environment;

Based on the goals a range of specific objectives can be formulated.

should adhere to the SMART principle (Specific, Measurable, Achievable, Realistic, Timebound)