Organizing the Local Tower of Babble into a Musical Symphony Orchestra: Everyone Plays an instrument
Rural destinations are some of the most difficult to manage and market due to the complexity of the relationships between local stakeholders. Strategies and actions to attract tourists should take the wishes of all stakeholders into account. The list is long: businesses, public as well as private investors, indigenous people, tourists as visitors from nearby or afar, tour operators, hospitality providers, economic development agencies, museums, farmers, museums, First Nations, parks, and policy makers.
Their goals are rarely shared. Harmonizing conflicting stakeholders’ interests into a melody that will attract visitors for overnight stays is challenging. An important instrument is the Destination Marketing Organization. As lead violin, a DMO needs the power and resources to orchestrate strategic objectives.
Focus less on increasing numbers of tourists and more on satisfaction experience;
Use barn quilts and the Internet to:
- enhance competitiveness
- increase visibility
- reduce costs
- promote local businesses
- encourage local community wide co-operation
- delight visitors by maximising their satisfaction
- enhance the long term prosperity of local people
Track, Measure, Monitor Results
If tourism is to survive by generating satisfaction among interacting tourists and hosts, societal marketing strategies must be able to track, measure, and monitor results for management responses.
- Monitor tourist satisfaction levels online;
- Continually monitor host reactions to tourists
- Use social surveying results as part of the Criteria for Success;
Use the local community landscape as a visitor attraction. Optimize tourism impacts by ensuring a sustainable balance between community economic benefits and the community costs to participate.