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Tourism Destination Development Strategy - Coggle Diagram
Tourism Destination Development Strategy
Assessing the Destination’s Competitiveness
SWOT method
Development of destination
vision, goals and actions
The research should be market-orientated
The research should be market-orientated
Identify potential market opportunities for the destination
Make a realistic assessment of the destination’s resources
Include an analysis of other destinations to allow competitive analyses to be undertaken
Potential sources for this information
National Tourism Surveys on domestic and inbound visitors.
Tourism Satellite Accounts (TSAs).
Local Economic Impact models
Elements of the Situation Analysis
The Macro environment
: Political, economic, socio-demographic, technological trends
Destination resources
: tangible (facilities, attractions, infrastructure), intangible (image,
reputation, culture) and human (skills, motivations, service levels)
Destination Markets
: existing and potential market performance, trends, demand seasonality, segments
Supporting industries
: public services, financial services, retail, construction, manufacturing suppliers,..
Industry structure
: industry co-operation, organisation, strategic planning, funding,...
Identifying Competitors and Tracking the Competitive Environment
Competitor: have similar market segment and compete directly
Competitors could be ranked by scale-rating potential competitor destinations according to criteria
Finding Competitor Intelligence to have effective competitor evaluation and benchmarking
extremely expensive
difficult to find
Benchmarking is an essential element of measuring your destination’s progress and performance
The volume (numbers) and value (spend) of tourists;
Market share of key source markets
Annual average % growth compared to competitors
Accommodation capacity growth and occupancy rates
Tourism seasonality and geographical spread
Keeping an eye on your key rivals is a crucial element of crafting a destination strategy
Supplier and Buyer Power
Complementors
Current Competitors
Threat of Entry
Setting a Vision, Goals, Objectives and Core Strategies
The vision
Inspiring, imaginative and speak to aspirations of stakeholders
Achievable and consistent – it should be an anchor and hook to hang strategies on
Formulated with broad stakeholder participation, using participatory methods
The goals
Break the vision into defined outcomes;
Be medium/long term focused;
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 whilst also guarding against the threats in the external environment;
Based on the goals a range of specific objectives can be formulated. A good set of objectives
A good set of objectives should adhere to the SMART principle
Core strategies
Use the destination’s outdoor activity strengths to position it as an attractive place for vacations and short-breaks
Examine the scope for Public Private Finance Initiatives to help upgrade and develop the destination’s built infrastructure
Establish a local Destination Marketing Organisation which makes stimulation of the local business community an early priority
Give early priority to working with other regional DMOs (or equivalents) in marketing and promoting the region and its destinations on the basis of sound market intelligence
Develop local events that underpin the positioning of the destination whilst also seeking other niche marketing opportunities
In particular, focus on the market and product development opportunities associated with “wellbeing”, linked to both indoor and outdoor program, with these also being developed as niche products in their own right
Turning Visions and Goals into Actions
The Vision and Goals will not be delivered by simply defining them: they will require actions to be
pursued
The process of identifying these actions should be inclusive
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
The action/investment plan
The scope of the plan – its timescale and remit;
The process and the partners – who is the plan for and who is involved in its development and implementation
Strategic direction
Specific objectives and targets
Action programmes
Implementation processes
Monitoring and review