In the 1950s, before affordable jetliners helped to launch the modern-day tourism explosion, the world experienced 25 million international tourism arrivals a year. Today, as the world population has grown significantly and people, on the whole, have more disposable income, that number has jumped over 1 billion. Before the advent of the Internet, destinations tended to focus mainly on promotion to maximize visitation. In an era when trip choices were more limited, promotion was often all that was needed to capture the visitor dollar. Now, however, travel options have increased exponentially, and the impact of technology has dramatically altered the provision of visitor information, both prior to and after arriving at a destination.

Tourism destinations have begun to appreciate the need to better manage the whole visitor experience as they realize that success can translate into repeat visits, longer stays, increased spending and positive word of mouth. The Internet has brought much more information to the traveler’s fingertips, making destination management even more important. Destinations must be better organized and promote themselves more effectively and more often to stay ahead of the curve.

According to the United Nations World Tourism Organization (UNWTO), the role of governance in tourism is undergoing a shift from a traditional public sector model that promotes government policy to a more corporate model that emphasizes efficiency, return on investments, the role of the market, and partnership between public and private sectors. Regarding the last of these, there has been a greater emphasis on public/private partnerships in recent years as destinations learn that both parties must be equally involved.

In response, destination management organizations (DMOs) have begun to form comprised of both public and private sector stakeholders. DMOs are often the only true advocates for a holistic tourism industry in a place, and in this role, they ensure the mitigation of tourism’s negative impacts to the environment and local communities as well as the sharing of opportunities for a vibrant exchange of people. In fact, a DMO may best serve to facilitate dialogue among the private sector, public sector, and other stakeholders that may otherwise never collaborate or understand how their decisions reverberate down a destination’s long tourism value chain.

So what have we as tourism development professionals learned in the past 50 years? How have we evolved into better destination managers? Better organization, equal inclusion of the private and public sectors, and building local capacity all contribute to making tourism more sustainable. Here are some basic lessons we’ve learned:

Communication counts. Residents need to understand why the historic site or natural landscape they see every day represents a potentially important economic benefit for them. Managers need to understand locals’ needs and concerns. Tourists need to learn the significance of what they see, why and how they can help preserve it. It is best when locals help with this interpretation, as the process increases their ownership of the story. And finally, the rest of the world needs to understand the value of the place. No better messengers exist than those enthusiastic home comers with travel stories to tell.

Planning counts. Without planning and public education, the incentive to protect can easily degenerate into mere exploitation. There is a need to see the whole picture from the beginning and focus on long-term goals throughout the process.

Management counts. Just letting tourism happen likely leads to trouble, especially when visitation soars. Dispersing tourists and timing their access can mitigate crowding. Encouraging tourists to stay overnight instead of making quick day trips can increase local economic benefits. High-quality tourism rather than high-volume tourism conserves rather than exploits.

Individuals count. Behind institutional reports and government memos hides a key reality: individuals make huge differences. Success or failure easily depends on a dedicated local person working tirelessly to inspire others, organize them, and keep the process moving.

Communities count. People who live in gateways hold the key to create a “virtuous circle,” whereby tourism’s contribution to the economy generates incentives to conserve the resources that keep tourists coming. It may be necessary to have some kind of forum, such as a sustainable tourism stewardship council. Top-down schemes imposed from the outside don’t work well, if at all. Locals must own part of the process.

It is uplifting to watch destinations and industry practitioners begin to understand how best to harness the power of tourism and use it for better, not worse.

This blog post is from  www.solimarinternational.com/resources-page/blog/itemlist/tag/Destination%20Management?start=10

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.

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