Once the competitiveness of both products and clusters is analyzed, the final assessment is that of the key factors for competitiveness common to the whole destination. This assessment may also include brief strategy recommendations, both to further leverage the strengths and to overcome the weaknesses, as a starting point for the strategy and action plan that usually follows the Competitive analysis.

The cross-destination competitive assessment analyzes the strengths and weaknesses of the destination in the following areas:

Cross-destination resources and attractions: (non-product related)

  • Intangible assets such as history, glamour, traditions, gastronomy, etc.
  • Groups of special clients attracting other clients, providing social networking value
  • Conservation of the natural environment
  • Destination character as a result of the cultural heritage conservation across the destination
  • Cultural life, offering an attractive calendar of events
  • Shopping offer
  • Nightlife and entertainment offer
  • Unexploited resources for tourism
  • Proximity with other destinations with which it is possible to create routes or packages

Infrastructures, facilities and services

  • Signage across the destination
  • Accessibility from the outbound markets (flight connections, railways, roads, harbors, etc.)
  • Public facilities and services (hospitals, public transportation, police, etc.)
  • Experiential value of the transport systems between clusters and attractions
  • Adaptability of facilities for handicapped people

Human resources

  • Locals’ hospitality
  • Adequacy of training for the tourism professionals in skills, know-how, attitudes, etc.
  • Locals’ consciousness about the importance of tourism for the economy
  • Destination knowledge, and language skills of the local population

Destination atmosphere

  • Air and noise pollution
  • Cleanliness
  • Safety
  • Congestion issues
  • Pedestrian streets
  • Urban landscape harmony and attractiveness
  • Destination life bringing opportunity to mingle among the locals social lives

Tourism services and information

  • Character, capacity and quality of the accommodation services
  • Proper segmentation of the accommodation offer
  • Quality and diversity of the restoration offer
  • Restoration and accommodation services adapted to handicapped visitors
  • Availability of food & beverage for groups with special needs
  • Information services available in many languages (at least those of the outbound markets)
  • Information available through different channels: information offices, internet, Apps
  • Precision, clarity and up to date information provided
  • Quality and quantity of the information provided in the Tourism Guides
  • Local Tourist guides services

Organization and management

  • Importance of tourism in the Government Agenda
  • Cooperation culture between public and private agents. Public-private bodies dynamism
  • Professionalism, integrity and proactiveness of the tourism related bodies (Government, DMO)
  • Adequacy of regulations to the tourism development needs
  • Efficiency of the bureaucracy system to attract and develop investments
  • Level of consensus on the destination model to develop

Sustainability

  • Effectiveness of the monitoring system in detecting relevant issues with regards to negative impacts related to the environment and other aspects.
  • Effectiveness of the monitoring system in tracking the evolution of the tourism impacts
  • Participation in the educational programs related to sustainability
  • Effectiveness of new environmental friendly practices in reducing negative impacts
  • Satisfaction of the local community with the tourism development
  • Adequacy of the regulations to the necessary policies to guarantee sustainability
  • Effective enforcement of the regulations related to development constraints & sustainability
  • Conservation of the cultural and natural heritage

Tourism 3.0 approach

  • Defined mission with the support of local stakeholders and community
  • Mission awareness and appeal to the target social networks
  • Participation of the locals and visitors in the product co-creation and storytelling
  • Percentage of tourists attracted by the stories about the life-changing experiences
  • Participation of the micro-entrepreneurs at the base of the pyramid in the tourism business
  • Number of local service suppliers and outside stakeholders partnering with the destination
  • Success in the implementation of the culture change towards collaboration and innovation
  • Satisfaction of the tourists with the life-changing experiences

It is recommendable that the consultant somehow states the priority level or importance of the strengths to be leveraged and the weaknesses to be overcome to orient decision makers in the design of their policies regarding investment priorities. All these cross-destination assessments could also be accompanied with a comprehensive marketing audit, for which you may find the methodology in the Whitepaper “The Marketing Plan 3.0”.

Which other issues should be considered in the cross-destination assessment?

Posted by Jordi Pera

Jordi Pera is an economist passionate about tourism, strategy, marketing, sustainability, business modelling and open innovation. He has international experience in marketing, intelligence research, strategy planning, business model innovation and lecturing, having developed most of his career in the tourism industry. Jordi is keen on tackling innovation and strategy challenges that require imagination, entail thoughtful analysis and are to be solved with creative solutions.

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s