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Tourism is very capital intensive, particularly at the incipient stage of development when a lot of money is required to build infrastructure, facilities and human expertise. Building heights Architectural designs Preservations of historic towns Density limits Waste management Tourism is subject to external forces that are largely uncontrollable, such as the political situation, weather, nature calamities, currency fluctuations, and international relations.

Tourism exerts impacts on the environment, culture and conomy of destinations. Tourism is a highly dynamic and competitive industry. The Benefits of Tourism planning Good planning offers a number of benefits not just to the destination but also to individual planners themselves such as new learnings avoidance of past mistakes and networking.

First as a mental exercise planning force us to focus on the task at hand and to think critically. Planning prevents waste of time, money, and effort. More over planning helps avoid mistakes that can lead to irreparable damage to destinatioms.

Expertise can only be built over long years of education and professional experience. Destinations can capitalize on unique cultural or natural assets by developing tourism product around them.

AAtarget market is the market a company wants to sell target market is the market a company wants to sell its its products productsand andservices servicesto, to,and andititincludes includesaatargeted targetedsetsetofof customers for whom it directs its marketing efforts.

A popular model for analyzing the development of tourism destination. Tourism is limited due to lack of acces and facilities. Exploration and Involvement Stages Development Stage 1. Overall cost leadership strategy- prices the product competitively and relative to how it is perceived by customers 1. Differentiation strategy- creates extra value for which the buyer is 2. Building market share willing to pay premium prices 3.

Harvesting- make as much money 2. Maintain market share before withdrawing the product 3. Some limitations to competitiveness in domestic markets center on negative perceptions in the marketplace, including views that the Gold Coast is busy and crowded, has too many tourists, is over-commercialized and over-developed, expensive, has lots of teenagers, and suffers from shadows on the beach cast by the high-rise buildings. Tourism Queensland, a. The Gold Coast will be recognized as the lifestyle and leisure capital of the Asia Pacific.

The city and its tourism precincts will be safe, clean, well serviced and uniquely Gold Coast in design. The region will have leading edge planning, management and marketing structures that will be underpinned by strong partnerships between business, community, government and the tourism sector.

In terms of international visitors, International Visitor Survey data indicates that the Gold Coast received , international visitors and 7.

An international trend towards shorter vacations and a change in the mix of visitors has resulted in this outcome. Coccossis claims that in some areas it has revitalized local economies whilst in others it has destroyed them; in some areas it has reinforced local identity whilst in others it has damaged customs, traditions and social relations; in some areas it has helped protect environmentally sensitive areas whilst in others it has wrought havoc with local ecosystems and resources.

The economic optimism following World War II saw many nations and communities lured into the tourism business, encouraged by the highly economic benefits the industry can generate. However, this once positive picture did not take long to be revised as the environmental and cultural impacts of tourism on host communities became increasingly apparent. As Murphy finds, tourism was seized upon with little forethought concerning a viable tourism product, the social and environmental consequences of development, or the spill over effects in surrounding areas.

Unfortunately many destinations are still paying the social and environmental consequences of rapid tourism development and have been forced to implement remedial actions for failing to plan and control tourism development Inskeep, Therefore, Hall quite rightly states that, tourism cannot be allowed to progress in an ad hoc manner without an overall guiding framework and predetermined strategies toward development objectives.

This is necessary as it is often too late to reverse or redirect unwanted development once it has become established in a destination and these destinations will always suffer from environmental and social problems that are both detrimental to tourists and residents Gunn, The first of these, the often criticized economic approach to tourism planning Getz, , reflected the confidence in the tourism sector, and a level of ignorance regarding the impacts of tourism on the destination.

The second phase, the land use approach, was also grounded in a period when the negative impacts had not been realized or were minimal enough to be hidden or ignored. Tourism planning generally involved detailed surveys and appraisals of the physical resources of the country or region with little or no concern about possible spin-off effects of proposals and projects on adjacent areas or environments Baud- Bovy, ; Baud-Bovy and Lawson, ; Choy, ; Getz, ; Murphy, The environmental approach to tourism planning emerged as the effects of tourism became more tangible and in part due to the global conservation movement of the s Krippendorf, During this period attention moved away from a narrow economic and physical planning focus and began to address environmental concerns.

Similar to the environmental approach, the community approach to tourism planning stemmed from the realization that tourism was having irreversible and damaging effects to the communities and cultures that were exposed to tourism, and that alternative planning and management was needed to develop more socially acceptable guidelines for tourism expansion Blank, ; Murphy, The sustainable approach can also be viewed as an umbrella to some of the ad hoc methods advocated in the literature that were outlined above, and for this reason has emerged as one of the most comprehensive and accepted tourism planning approaches.

Simpson identified two key precursors to a sustainable approach to tourism planning: multiple stakeholder participation in the planning process and a need for a more strategic and long-term orientation in tourism planning. The achievement of sustainable development objectives hinges on the adoption of a participatory model, involving the meaningful engagement of the community, along with industry stakeholders and relevant government agencies, which in turn will lead to agreement on planning directions and goals Faulkner, Dutton and Hall claimed that this has led to a need for decision-making bodies such as governments to actively seek and take into account host community attitudes to tourism.

The engagement and involvement of multiple stakeholder groups is considered a pivotal issue in a sustainable approach as in typical planning processes stakeholders are consulted minimally near the end of the process, which leaves little chance for meaningful input into the process.

A further prerequisite for a sustainable tourism planning approach is the use of strategic planning to supersede conventional planning approaches Dutton and Hall, Strategy as it applies to sustainable tourism planning and development seeks to achieve three basic strategic objectives: conservation of tourism resource values; enhanced experiences of the visitors who interact with tourism resources; and the maximization of the economic, social and environmental returns to stakeholders in the host community Hall, Under the sustainable, strategic approach, tourism planning is proactive, adopts a long-term planning horizon, is responsive to community needs, and perceives planning and implementation as part of a single process that is ongoing Hall, ; Ritchie, It can also be said that the tourism industry and the wider community are increasingly adopting and recognizing the importance of the concept Ritchie and Crouch, , or at least the associated jargon.

That is, despite the widespread acceptance of the sustainability concept, particularly in the academic sector, the question must be asked as to whether the destination planners, managers and industry operators who are making the day-today decisions about tourism within their respective destinations, are actually implementing the key principles of sustainable development theory.

Therefore this study has sought to examine the extent to which sustainable development principles are integrated into the planning practices of local tourism destinations, and in turn attempt to determine whether tourism destinations are in fact adopting sustainable approaches to tourism planning and destination management.

Chapter 3. It creates jobs, increases the sales of local small businesses, and the money that these small businesses generate goes straight back into the community. This is because the more they make, the more they can meet demand and supply. A strong local economy also increases property value. Location is one of the determining factors for pricing properties; the more things there are around a home, the more expensive the home will be.

The state of Queensland, Australia was chosen for sampling for this study to explore the level to which sustainable development principles, namely strategic planning and stakeholder involvement, are integrated into the planning practices of local tourism destinations.

However a study was conducted of the most recent, publicly available, tourism planning documents of each of the local tourism destinations in Queensland. Therefore for this study a local tourism destination has been linked with local government area. The analysis was conducted on the most recent, publicly available, tourism planning documents of each of the local tourism destinations in Queensland.

Consequently marketing plans were not included due to the focus of the study, yet a number of local tourism plans tended to include tourism marketing plans in their broader tourism destination strategies. A total of 30 local tourism plans were analyzed for this study. The qualitative practice agreed for this study has allowed the researcher some degree of flexibility in how the evaluation instrument has been utilized.

Simpson used a panel of assessors to meet the quantitative requirements of his study; however the analysis in this study was conducted solely by the researcher. Similar to what Mason describes as categorical indexing, the researcher used a three-point likert type scale similar to the more quantitative likert scale , and to define whether the evaluative criteria were evident, somewhat evident or not evident in the tourism planning documents.

The tourism planning evaluation instrument used in this study is presented in the table below. Due to the qualitative approach the somewhat evident category was included so as not to exclude elements which are in the plan but which would otherwise be discarded due to the objective statements in the evaluative instrument. These included: strategic indicators of destination planning; physical, environmental and economic situation analysis; stakeholder participation and influence in the planning process; and destination community vision and values.

Where the plans were assessed as not evident for this item can generally be attributed to the fact that either a time scale was not included in the document or the plan had an immediate time frame of no more than 12 months. Referring to Table 1, the physical, environmental and economic situation analysis section included 15 assessment items. This is true since tourism is fairly able to provide both economic and non-economic benefits to any country.

On the other hand, non-economic benefits would involve overseeing of cultural exchanges, knowledge levels sharing and contribution and also facilitating communication. Strategic Planning for Local Tourism citeseerx. These are the groups of stakeholders who should make it a point to maintain interest and planning for the development of an area as a tourist destination. You may also see strategic plan samples.

Stakeholders It also means that these three groups need to work together for organizing, setting and planning a coordinated as well as a sustainable outline of tourism development which would arguably be one of the best strategies a country can plan on, among others in helping the economy, especially for developing countries. Strategic planning for a strong and tangible structure of tourism strategies, therefore, has to be implemented.

You may also see school strategic plan templates. Only whether stakeholders decide to take action independently or coordinate, will thus determine the amount to which the goals of sustainable development strategies and plans can be achieved through tourism. In the process, each group will probably have different objectives related to the core elements of sustainable development.

For example, a community may want more emphasis on the ecological sustainability as well as cover equity of developing or improving its tourism whereas another may find it more practical to pursue a tourism industry with a focus on business whilst giving emphasis on its economic sustainability.

You may also see strategic planning process templates. Principles The general principles of planning for tourism can be specified into three: anticipation, regulation, and monitoring.

On the other hand, regulation is almost associated with the kind of regulations made for tourists and affiliated organizations whether direct or indirect.