Planning, Development, Promotion, and Catalyst Organizations

It is widely acknowledged that the success of tourism ultimately depends on the competence and ability of all of the operating sectors discussed above (i.e., the front line of tourism) to deliver a quality experience to each tourist—one person at a time. There is another hidden component of tourism that is equally important in determining the success of a tourism destination. It is known by the unwieldy name of planning, development, promotion, and catalyst organizations (PDPCO). It is the visionaries, policy makers, strategic planners, and individuals and groups who “make the right things happen” that are increasingly a determinant of successful tourism. In effect, in tourism it is as critical that we “do the right things” as that we “do things right.” This means simply that policy makers need to ensure that their destination offers the kinds of travel experiences that are most appropriate to the visitor, always keeping in mind any limitations imposed by the resources of the destination. Once the appropriate experiences have been identifi ed through effective planning, it is essential to ensure that plans are translated into the facilities, events, and programs that are necessary to provide the visitor with the given experience “on the ground.

The organization responsible for providing the insight and leadership necessary to envisage and bring policies and plans into reality is increasingly referred to as the destination management organization (DMO). The specifi c identity of this organization depends on the “level” of the destination. In most countries, policy and planning involve two very important categories of stakeholders, namely, the public sector (governments) and the private sector (see Figure). At the national level, governments are usually represented by a national government tourism offi ce (such as a department of tourism or a national tourism corporation). A national travel/tourism industry association typically represents the private sector. At the state/provincial level, the public/private sector organizations are usually known respectively as the state/provincial government tourism offi ce and the state/ provincial travel industry association. The parallel equivalent at the city/municipal or regional level are local and city government tourism departments and local and city tourism associations or, more commonly, a convention and visitor bureau (CVB).

The Importance of Integrated/Collaborative Planning and Development

One dimension of Figure that is essential to note is the “wavy line” that forms the interface between the public and private sectors at all levels. This line is intended to convey the importance of integrated or collaborative planning and development efforts. Because both the public and private sectors each control (and often operate) an important percentage of tourism facilities, events, and programs, it is critical that policy, planning, and development efforts be continuously carried out within a joint, cooperative, collaborative organizational framework. Failure to acknowledge the importance of this reality leads only to antagonism, strife, and disjointed strategic planning and development. As such, each destination must strive to create DMOs where collaboration is built into the design. The actual name of the organization (be it a tourism authority, a tourism council, or a tourism partnership) matters little. What is important is the quality of the collaboration that occurs.

The Processes, Activities, and Outcomes of Tourism

Another dimension of Figure that needs to be understood is the nature of the processes and activities that both surround and occur within the tourism system and that in the end create the outcomes that are the essence of the phenomenon we call tourism.

We have previously addressed the issue of organizing the components of tourism so that they work together effectively. As indicated, a common result of these organizational efforts is the creation of a DMO. For successful tourism, the DMO, in collaboration with all stakeholders, must defi ne the tourism philosophy of the destination and formulate a supportive policy, vision, and strategy (see Chapter 15). These, in turn, provide direction and guidance for the detailed planning and development initiatives that will ultimately determine the nature and quality of the experiences the destination is capable of offering.

The availability of these “experience offerings” must be made known to potential visitors through effective marketing, defined in the broadest sense. Such marketing includes highly visible promotional efforts as well as the less glamorous dimensions of pricing and distribution of the travel products/experiences.

Successful marketing will attract a broad range of visitors whose behaviors provide them with enjoyment and the memorable experiences associated with these behaviors. These behaviors can give rise to both positive and negative impacts. The positive impacts pertain largely to the economic benefits (income and employment) that tourism provides.

The negative impacts largely concern the ecological, social, cultural, and commemorative integrity of the destination. The success of marketing efforts requires two subsequent activities. The first is a systematic monitoring of the levels and quality of visitation as well as visitor satisfaction regarding experiences and the destination. The second is a comprehensive program of stewardship to ensure that the success of tourism does not destroy the natural resources on which tourism depends so heavily .

The final activity that is essential to long-term success of tourism is an ongoing process of evaluation. Evaluation is simply an attempt to carefully assess the appropriateness, the effectiveness, the efficiency, and the overall performance of all components and processes in the tourism system. The results of the evaluation provide a critical source of information for the next ongoing stages of policy formulation, visioning, and strategic planning and development.