‘Destination Planning’ is an iterative process, while developing, marketing and managing a destination happens concurrently and in an evolutionary way. Destinations don’t noticeably move from one phase to another but rather move fluidly between planning and implementation. Implementing sustainable tourism outcomes is a delicate balance of developing without overdeveloping, marketing without over-promoting and managing without stifling the natural and dynamic social and cultural attributes of unique and vibrant destinations.
Memorable destinations get the right balance of natural, cultural and man-made features and make the most of their landscape and climate without threatening their sustainable future and work with the community to deliver economic, social and environmental benefits.
As a major employer worldwide, tourism can sustain viable communities and promote living cultures. As an industry that is primarily about bringing the customer to the product and experience (with the exception of virtual tourism), it faces a number of unique challenges including: community engagement and support, access, and public infrastructure investment. Consumer perceptions and expectations may also be influenced by factors outside the industry’s control. In addition, destination management involves challenges in engaging diverse stakeholders involved tourism.
Over the past decade, over $260 million has been invested by the Sustainable Tourism Cooperative Research Centre in understanding what factors influence sustainable implementation of destination planning, leading to vibrant, sustainable and memorable tourism destinations.
The three core elements in the implementation phase of destination management – ‘Destination Development’,‘Destination Marketing’ and ‘Ongoing Management’ – are described further in the links below. Navigating down through these links also provides additional topic-specific information, tools and resources.
Browse Implementation Case Studies:
Browse case studies:
The purpose of this book is to bring together a range of research cases focusing on regional tourism destinations in Australia and New Zealand. The key objective is to explore the structures and processes used by regional destinations to foster innovation. The eleven case studies represent many different types of destinations and many different forms of tourism.
by Dean Carson and Jim Macbeth
The objective of this report is to provide a framework for the sustainable development of the travel and tourism industry in the APEC region, through public/private partnerships, and to deliver a sustainability strategy for tourism destinations.
by Terry De Lacy, Marion Battig, Stewart Moore, and Steve Noakes