How to Implement a Sustainable Tourism Strategy in a Destination?
Developing a sustainable tourism strategy requires time and collaboration, but DMOs would gain from it by ensuring the competitiveness and sustainability of their activities.
Developing a sustainable tourism strategy requires time and collaboration, but DMOs would gain from it by ensuring the competitiveness and sustainability of their activities.
Developing a sustainable tourism strategy requires time and collaboration, but DMOs would gain from it by ensuring the competitiveness and sustainability of their activities.
According to several media specialised in tourism around the world, we must take advantage of the pandemic to transform the industry in the long term. While operations are running slowly, a green recovery, beneficial to all, must be considered, whether for the environment, residents or visitors.
Destination Management Organisations (DMOs) have been able to reinvent themselves to create campaigns tailored for crisis management. This change of direction shows that they have the ability to operate transformation on a large scale and swiftly. Why not take advantage of this expertise and this lull time to better integrate the principles of sustainable development into their management plan?
Implementing such a strategy may seem long. However, as Jana Apih, Managing Director of the organisation Good Place – whose main objective is to implement principles of sustainable tourism in Slovenia – mentions, this is a distinct competitive advantage.
This is also what the World Economic Forum (WEF) notes. Sustainable Development (SD) is one of the key elements used to assess the competitiveness of a destination, with the help of the Competitiveness Index of the Travel and Tourism sector, published every two years.
According to an expert panel gathered in 2018 by The Place Brand Observer, a destination is more suitable to attract investors if it demonstrates strong performances in Sustainable Development. In addition, residents are happier and, therefore, more welcoming and warmer towards tourists. Finally, the panel underlined that sustainable tourism becomes a competitive element when it positively influences the visitor experience.
Destination managers can choose to put in place sustainable practices in their region by following the approach outlined below. It can also go a step further by obtaining certification. This involves more cost and procedures are more compelling, as the actions are assessed, but the resulting credibility and reputation are worth it.
Finding a reliable certification model among existing ones can be quite complex. This is why the Global Sustainable Tourism Council (GSTC), an organisation created by the UN, among others, accredits them and ensures that they meet the criteria it has predetermined with industry experts.
In order to coordinate the positioning of a sustainable tourism strategy within the destination, a management team should be in place incorporating the employees of the DMO. GSTC suggests that some of them are experts in the field. If this is not the case, the organisation recommends working with an external person. Before establishing an action plan with tasks and deadlines, it is sensible to benchmark destinations already known in this area. This makes it possible to draw inspiration from best practices. This is also one of the objectives of the management strategy that Slovenia has put in place, towards more sustainable tourism.
Maintaining the balance between the needs of communities, economic development, cultural heritage and the environment is essential to the success of this strategy. So that all stakeholders can decide and are in line with the action plan, the management committee should include the people involved throughout the process. This consultation also makes it possible to identify the initiatives already present in the destination to better assess the adaptations to be considered.
A destination can only be qualified as sustainable with the involvement of its businesses and tourism organisations. To ensure a common vision, the management committee must therefore follow up with tourism stakeholders. A good approach is to disseminate the main concepts and then verify that they are adopted effectively. Organisations are also called upon to help each other since they must go through the same stages together.
A good example is that of Mauritius, which has provided training to various stakeholders. Whether it be for hotels, tour operators, taxis, etc., the aim is to properly implement the strategy throughout the destination.
What is the point of implementing a new strategy, if we cannot know the expected results? From the beginning, think about how to identify indicators that allow you to assess the socio-economic, cultural and environmental impacts. The analysis should generally be performed every two years and the outcome should be communicated through the destination’s website.
If you choose to obtain a certification, the evaluation criteria to be considered will be given to you. For example, here are some indicators used by the Azores Archipelago, declared as an EarthCheck sustainable destination in 2019: increased employment for residents in the accommodation and catering sector; the number of families who have benefited from the economic growth of tourism; decrease in seasonality. In addition, there are other indicators, such as savings in CO2, water use and reduction of waste from tourist buildings.
Once businesses and organisations in the destination have established best practices, the destination only has to position itself as a sustainable tourism destination. Four aspects are then to be addressed.
The first one is linked to the creation of a national campaign, which seeks to encourage residents to rediscover their country or region and to become proud ambassadors. The second part then focuses on international promotion and, consequently, communication of the tourist offer to visitors. In order to emphasise that it is the first island in the world to be certified as sustainable tourism, the Azores Archipelago launched a video where several industry players discuss their participation in the process.
The third promotional aspect is to provide a guide for industry stakeholders. They can then follow the main guidelines of the marketing campaign and, therefore, enhance the brand image of the destination.
Last but not least, the fourth component focuses on the development of a communication plan which emphasises awareness of travellers to adopt best practices. Iceland has also designed a series of videos under the banner Iceland Academy, through which a module on responsible tourism was shown. The visitors are also asked to make a pledge before arriving, as is the case for many other destinations, such as New Zealand or Palau.
The use of storytelling in the Thompson Okanagan Tourism Association video, for its part, strengthens the attachment to the region and encourages people to sign the above-mentioned pledge at the end of the viewing. This region is also the first to have been recognised for sustainable tourism in the Americas.
Establishing a sustainable tourism strategy for a destination requires investment and collaboration with all stakeholders in the region. This is a process to be developed over a few years, but it is beneficial in the long run. It follows a common vision that, on the one hand, attracts tourists with the same values as the destination and, on the other hand, strengthens the sense of belonging by residents and tourist organisations working hand in hand.
This article is published in partnership with Transat Chair in tourism at the Université du Québec à Montréal, School of Management (ESG-UQAM). This article was originally written in French by Fanny Beaulieu Cormier, 28 July 2020, we have provided an English translation.
Developing a sustainable tourism strategy requires time and collaboration, but DMOs would gain from it by ensuring the competitiveness and sustainability of their activities.
According to several media specialised in tourism around the world, we must take advantage of the pandemic to transform the industry in the long term. While operations are running slowly, a green recovery, beneficial to all, must be considered, whether for the environment, residents or visitors.
Destination Management Organisations (DMOs) have been able to reinvent themselves to create campaigns tailored for crisis management. This change of direction shows that they have the ability to operate transformation on a large scale and swiftly. Why not take advantage of this expertise and this lull time to better integrate the principles of sustainable development into their management plan?
Implementing such a strategy may seem long. However, as Jana Apih, Managing Director of the organisation Good Place – whose main objective is to implement principles of sustainable tourism in Slovenia – mentions, this is a distinct competitive advantage.
This is also what the World Economic Forum (WEF) notes. Sustainable Development (SD) is one of the key elements used to assess the competitiveness of a destination, with the help of the Competitiveness Index of the Travel and Tourism sector, published every two years.
According to an expert panel gathered in 2018 by The Place Brand Observer, a destination is more suitable to attract investors if it demonstrates strong performances in Sustainable Development. In addition, residents are happier and, therefore, more welcoming and warmer towards tourists. Finally, the panel underlined that sustainable tourism becomes a competitive element when it positively influences the visitor experience.
Destination managers can choose to put in place sustainable practices in their region by following the approach outlined below. It can also go a step further by obtaining certification. This involves more cost and procedures are more compelling, as the actions are assessed, but the resulting credibility and reputation are worth it.
Finding a reliable certification model among existing ones can be quite complex. This is why the Global Sustainable Tourism Council (GSTC), an organisation created by the UN, among others, accredits them and ensures that they meet the criteria it has predetermined with industry experts.
In order to coordinate the positioning of a sustainable tourism strategy within the destination, a management team should be in place incorporating the employees of the DMO. GSTC suggests that some of them are experts in the field. If this is not the case, the organisation recommends working with an external person. Before establishing an action plan with tasks and deadlines, it is sensible to benchmark destinations already known in this area. This makes it possible to draw inspiration from best practices. This is also one of the objectives of the management strategy that Slovenia has put in place, towards more sustainable tourism.
Maintaining the balance between the needs of communities, economic development, cultural heritage and the environment is essential to the success of this strategy. So that all stakeholders can decide and are in line with the action plan, the management committee should include the people involved throughout the process. This consultation also makes it possible to identify the initiatives already present in the destination to better assess the adaptations to be considered.
A destination can only be qualified as sustainable with the involvement of its businesses and tourism organisations. To ensure a common vision, the management committee must therefore follow up with tourism stakeholders. A good approach is to disseminate the main concepts and then verify that they are adopted effectively. Organisations are also called upon to help each other since they must go through the same stages together.
A good example is that of Mauritius, which has provided training to various stakeholders. Whether it be for hotels, tour operators, taxis, etc., the aim is to properly implement the strategy throughout the destination.
What is the point of implementing a new strategy, if we cannot know the expected results? From the beginning, think about how to identify indicators that allow you to assess the socio-economic, cultural and environmental impacts. The analysis should generally be performed every two years and the outcome should be communicated through the destination’s website.
If you choose to obtain a certification, the evaluation criteria to be considered will be given to you. For example, here are some indicators used by the Azores Archipelago, declared as an EarthCheck sustainable destination in 2019: increased employment for residents in the accommodation and catering sector; the number of families who have benefited from the economic growth of tourism; decrease in seasonality. In addition, there are other indicators, such as savings in CO2, water use and reduction of waste from tourist buildings.
Once businesses and organisations in the destination have established best practices, the destination only has to position itself as a sustainable tourism destination. Four aspects are then to be addressed.
The first one is linked to the creation of a national campaign, which seeks to encourage residents to rediscover their country or region and to become proud ambassadors. The second part then focuses on international promotion and, consequently, communication of the tourist offer to visitors. In order to emphasise that it is the first island in the world to be certified as sustainable tourism, the Azores Archipelago launched a video where several industry players discuss their participation in the process.
The third promotional aspect is to provide a guide for industry stakeholders. They can then follow the main guidelines of the marketing campaign and, therefore, enhance the brand image of the destination.
Last but not least, the fourth component focuses on the development of a communication plan which emphasises awareness of travellers to adopt best practices. Iceland has also designed a series of videos under the banner Iceland Academy, through which a module on responsible tourism was shown. The visitors are also asked to make a pledge before arriving, as is the case for many other destinations, such as New Zealand or Palau.
The use of storytelling in the Thompson Okanagan Tourism Association video, for its part, strengthens the attachment to the region and encourages people to sign the above-mentioned pledge at the end of the viewing. This region is also the first to have been recognised for sustainable tourism in the Americas.
Establishing a sustainable tourism strategy for a destination requires investment and collaboration with all stakeholders in the region. This is a process to be developed over a few years, but it is beneficial in the long run. It follows a common vision that, on the one hand, attracts tourists with the same values as the destination and, on the other hand, strengthens the sense of belonging by residents and tourist organisations working hand in hand.
This article is published in partnership with Transat Chair in tourism at the Université du Québec à Montréal, School of Management (ESG-UQAM). This article was originally written in French by Fanny Beaulieu Cormier, 28 July 2020, we have provided an English translation.
According to several media specialised in tourism around the world, we must take advantage of the pandemic to transform the industry in the long term. While operations are running slowly, a green recovery, beneficial to all, must be considered, whether for the environment, residents or visitors.
According to several media specialised in tourism around the world, we must take advantage of the pandemic to transform the industry in the long term. While operations are running slowly, a green recovery, beneficial to all, must be considered, whether for the environment, residents or visitors.
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