Lack of infrastructure renovation. Old destinations usually suffer from some kind of obsolescence at some point, not only regarding the transport or accommodation infrastructures, but also others such the buildings facades, the urban aesthetics, etc. All together, these elements may eventually give an image of decadence. However, this need for renovation may be regarded as an opportunity to develop each cluster’s identity, leveraging their uniqueness and their heritage to make them shine to the utmost.
Beyond usual competitiveness programs regarding accommodation facilities upgrade or quality labels certification, in line with the Re-clustering strategy suggested before in this section, some programs regarding the facades refurbishment and the development of unique urban aesthetics style for each cluster, using typical designs or elements that represent their identity.
Furthermore, beyond urban aesthetics renovation, an excellent way to change the atmosphere from decadence to lively and vibrant is to introduce elements of animation such as artists performing in the public spaces (painters, musicians, etc.) and imaginative illumination at night, in accordance with the type of atmosphere that is to be created.
Lack of new tourism businesses. A very different problem occurs when there is lack of private initiative to start up new businesses related to tourism. This may mean that the destination has no demand growth, but also that it is not capable of attracting new market segments or inspiring new experiences based on the current resources.
This challenge may be solved through either new cluster development or cluster reconversion, opening a new area with new resources to be exploited for tourism, which necessarily needs new business to operate, may inspire new experiences and attract new market segments. Complementing this move, there are two other possible programs to foster entrepreneurship. First, using one of the key concepts of Tourism 3.0, the development of an open innovation system is likely to bring in new business ideas and identify unsatisfied demands.
The second possible program is to create a tourism business incubator, facilitating entrepreneurs to start-up their business with a co-working space and business training at a subsidized cost for a certain period of time. Business incubators are to diminish the risk of business failure throughout the first months of the new business life. It is therefore a platform to encourage creative entrepreneurs to develop their ideas into the market.
Tourism expenditure & seasonality stagnation. Expenditure depends on many factors, such as the targeted segments, the geographical markets, the infrastructure and experiences attractiveness. Generating higher expenditure requires namely developing segments that target the wealthiest tourists: Luxury, MICE, Golf, Gambling, Special Interest, etc. with the adequate infrastructure and offering a charming and harmonic atmosphere leveraging the character of the destination, to attract investors, operators and, of course, the tourists.
Demand seasonality is another issue. It depends also on market segments and geographical markets, as some types of holidays or tourism related activities take place during the mid and low season. Also not all countries have their holiday at the same time, so there are many opportunities in this regard for marketing in new countries.
In both cases the idea of developing new or reconverted clusters to attract new market segments is more than appropriate, as it is also convenient to upgrade accommodation facilities and enhance the charm of the clusters to attract new businesses such as hotels, branded stores, prestigious restaurants and other entertainment infrastructures.
Poor branding, lost reputation, low brand awareness, etc. Marketing is always part of the problem and part of the solution. The cluster related solutions to brand challenges may be either the creation of new clusters, cluster reconversion or re-clustering the destination by developing each cluster identity and character. In this regard, providing a sense of variety to the visitor is strengthening the brand with more value.
Based upon these new developments, reconversions and re-clustering, it is important to define an identity for each cluster, where the experiences and the atmosphere feelings are reflecting this identity and character. So long as the most powerful marketing comes from the visitors’ opinions and recommendations, their experiences on site are the key brand developers.
Then, beyond the destination cluster development, a very effective marketing is –especially when there is a new cluster development- to organize a noteworthy international event that puts the destination in the spotlight of the outbound markets’ media and thus puts the destination brand at the target visitors’ top of mind.
What other challenges are usual in mature destinations?