Tourism used to be regarded as a secondary sector to care about, but figures state it very clearly: is the number 1 export business worldwide, and moreover is the key business sector for most developing economies
Involving locals in the tourism development is one of the key hallmarks of Tourism 3.0. This article explains an interesting case study showcasing how this collaboration can be achieved.
This case study showcases how not only execution but also tourism development planning requires strong contribution and engagement by local stakeholders. Without a good understanding of the local reality, planning is rather unlikely to be successful.
Clustering strategy may apply to mature destinations in many ways: developing new clusters from scratch, reconverting or leveraging existing clusters, re-clustering, or just enhancing the cluster competitiveness
The synergies created within the cluster between the operators and the optimization of the cluster’s services and infrastructures are the key factors that make clustering strategy a source of profitability and growth, so long as this profitability attracts more investments