TPDT-PRELIM-REVIEWER.docx

**Reminder: "Pray to God to give you focus, strength, and wisdom before and after you review. Trust Him and thank Him, and you will pass your exam."** **Matthew 6:33 - \"But seek first his kingdom and his righteousness, and all these things will be given to you as well.\"** **"God Bless you and Je...

**Reminder: "Pray to God to give you focus, strength, and wisdom before and after you review. Trust Him and thank Him, and you will pass your exam."** **Matthew 6:33 - \"But seek first his kingdom and his righteousness, and all these things will be given to you as well.\"** **"God Bless you and Jesus Loves you."** **TPDT411** **WEEK 2: DEFINITIONS, INFLUENCES AND DETERMINANT** **DEFINING TOURISM PRODUCT DEVELOPMENT** **There are two key aspects to Tourism Product Development:** 1. It is not an activity undertaken in a vacuum, but is part of an extensive and inter-linked process. 2. **Market research**, product development and marketing represent a continuum. The failure to deliver any of these key components will result in the destination under-realising its potential. - The range and calibre of the tourism product offering is what attracts tourists to a destination. Yet the development of tourism products is a part of a large, inter-linked and continuing process and should not be considered in isolation. - Tourism product development can be defined in many ways: at one extreme, it can be seen as embracing all elements with which the visitor to a destination comes into contact, including infrastructure (e.g. transport, utilities), the service personnel, places of lodging, attractions and activities, facilities and amenities; while, at the other extreme, Tourism Product Development can be defined as comprising only those attractions, activities and facilities that are specifically provided for the visitor. What is clear is that without the infrastructure to support the development of the thing's tourists want to see and do on their visit, Tourism Product Development will not fully succeed. - Given that demand for almost all such features comes not just from foreign tourists but also from visitors from elsewhere in the destination as well as from the population resident in the vicinity of the development, it is not a simple task to separate these different demand segments. - What is important for destination authorities in supporting Tourism Product Development is to understand precisely what combination of objectives it is seeking to meet through their support for the development -- and to appreciate the socio-economic benefits of such developments. - For this, the focus is on those products in which governments can most valuably play a role in bringing to development in order to meet one or a combination of the three main motivations for taking a pro-active role, namely: 1. to increase and speed up the sector's economic contribution; 2. to shape development in a form that ensures it is both sustainable and responsible, providing good experiences for the tourist but also bringing substantial benefits to the local community and safeguarding the natural environment; and 3. to add to the provision of leisure recreational and other services that can benefit the local community as well as visitors. - A **[tourism product]** in a destination is an amalgam of many experiences as far as the tourist is concerned. It is not just the hotel stayed in, the places, museums, parks, restaurants, theatres, shops etc visited, or the journey to and from the destination. It is all of these things, and more. When planning new tourism product developments, it is necessary to see how the ideas fit with the existing provision. Any tourism product is made up of three factors: 1. **Experiential** -- festivals, activities, community, event, dining and entertainment, shopping, safety, service. 2. **Emotional** -- human, cultural and historic resources, hospitality. 3. **Physical** -- infrastructure, natural resources, accommodation, restaurants.1 - The range of attractions and activities that falls under the umbrella term of 'tourism products' covers such diverse components as natural features, history and cultural heritage, the built environment, and the people of the destination themselves. A scenic landscape, a theme park and a classical concert are all tourism products, as are waterskiing, snowboarding, rock climbing, learning to prepare local dishes/ specialities or making a traditional handicraft of the destination. - Tourism Product Development is a process whereby the assets of a particular destination are moulded to meet the needs of national and international customers. - The '**tourism product'** can include natural or man made attractions, hotels, resorts, restaurants, theatres, activities, festivals and events. - For the purpose of this handbook, the focus is on the development of a portfolio of things for visitors to see and do (e.g. active pursuits such as sports, water-based activities, hiking/walking/ cycling, etc.; pastimes related to natural and cultural heritage, organised entertainments, health and wellness; and recurring festivals and events). **THE TOURISM DESTINATION AND ITS CHARACTERISTICS** **The tourism destination:** - comprises many products within the overall destination; - involves many stakeholders with differing objectives and requirements; - is both a physical entity and a socio-cultural one; - is a mental concept for potential tourists; - is subject to the influence of current events, natural disasters, terrorism, health scares etc.; - is subject to historical, real and fictitious events; - is evaluated subjectively in terms of what represents value-for-money e.g. based on reality compared with expectations; and - differs in size, physical attractions, infrastructure, benefits offered to visitors and degree of dependence on tourism -- in fact no two tourism destinations can be treated the same, each offering its own unique and authentic attributes. **The Tourism Product and its Characteristics** - As defined by UNWTO, a Tourism Product is \"a combination of tangible and intangible elements, such as natural, cultural and man-made resources, attractions, facilities, services and activities around a specific center of interest which represents the core of the destination marketing mix and creates an overall visitor experience including emotional aspects for the potential customers. A tourism product is priced and sold through distribution channels and it has a life-cycle\". **Rural tourism** - UN Tourism understands Rural Tourism as \"a type of tourism activity in which the visitor's experience is related to a wide range of products generally linked to nature-based activities, agriculture, rural lifestyle / culture, angling and sightseeing. **Gastronomy and Wine Tourism** - As global tourism is on the rise and competition between destinations increases, unique local and regional intangible cultural heritage become increasingly the discerning factor for the attraction of tourists. **Mountain Tourism** - Mountain Tourism is a type of \"tourism activity which takes place in a defined and limited geographical space such as hills or mountains with distinctive characteristics and attributes that are inherent to a specific landscape, topography, climate, biodiversity (flora and fauna) and local community. It encompasses a broad range of outdoor leisure and sports activities\". **Urban Tourism** - According to UN Tourism, Urban Tourism is \"a type of tourism activity which takes place in an urban space with its inherent attributes characterized by non-agricultural based economy such as administration, manufacturing, trade and services and by being nodal points of transport. Urban/city destinations offer a broad and heterogeneous range of cultural, architectural, technological, social and natural experiences and products for leisure and business\". **Sports Tourism** - Tourism and sports are interrelated and complementary. Sports -- as a professional, amateur or leisure activity -- involves a considerable amount of traveling to play and compete in different destinations and countries. Major sporting events, such as the Olympic Games, football and rugby championships have become powerful tourism attractions in themselves -- making a very positive contribution to the tourism image of the host destination. **Shopping Tourism** - Shopping Tourism is becoming an increasingly relevant component of the tourism value chain. Shopping has converted into a determinant factor affecting destination choice, an important component of overall travel experience and, in some cases the prime travel motivation. **WEEK 3: DEFINITIONS, INFLUENCES AND DETERMINANT** **VARIABLES INFLUENCING TOURISM PRODUCT DEVELOPMENT** - In order for destination authorities to approach the process of Tourism Product Development planning in a systematic and market-led way, there are a number of fundamental initial actions to be taken. Of course, all destinations already have some level of tourist activity related to their **basic resources** and the attractions, activities and facilities that have been created**.** - First, it is essential to consider the influences on, and determinants of, tourist demand in order that the right types of products might be developed, i.e. that the market wants and that bring the destination the greatest reward, while creating minimal environmental damage or socio-cultural conflict. - Tourism product development strategy can be influenced by factors that can change, or bechanged through direct action by: 1. Public bodies in the destination 2. Other agencies (including competing destinations; and 3. events, many of which can be controlled by the destination **The Variables that can be changed include:** 1. **Markets and Segments-** which countries/regions does it draw on? Which segment does it attract? What change are taking place in the tastes and trends in different origin markets? Is there a good level of domestic demand from within the destination? 2. **Transport infrastructure and utility provision**-how easy is it to get to and around the destination? are power, water and sewage services to the standard required by tourist markets? 3. **Resources to support growing tourism sector** e.g. human resource skills and training programs; 4. **Place on the Tourism area life cycle(TALC**)-is it a newly emerging, growing or mature destination? What actions are necessary to maintain sustainable growth. 5. **Competition-past, current and likely future**. What strategies are being pursued and developments taking place, or planned, in competitor destinations and how will this impact on the subject destination? What actions can be taken to offset any erosion of market demand from these competitive developments? 6. **Strengths of the destination\'s own private sector**- is there a good level of local private sector investment in tourism products and a strong local travel and tourism sector? Or is the destination largely dependent on foreign investment with its distribution system controlled by foreign interests? 7. **Distribution System**- how important is the destination to international airlines and tour operators? What can be done to strengthen those links? What further changes are electronic technology likely to bring about in the way tourists research and book their trips. 8. **Perception of the destination is source markets**-stable and safe on unstable and unsafe. **Chapter 1b: Definitions, Influences and Determinants3** **DESTINATION STRATEGY FOR TOURISM PRODUCT DEVELOPMENT** **The main factors that determine a destination's strategic approach to the development of its tourism sector are:** **1. RESOURCES AND ATTRIBUTES** - what it has, or can develop, to attract and satisfy tourists in a sustainable manner -- e.g. in the main its natural, historical and cultural resources; - **Resources and Attributes** A destination's natural and cultural resources can be divided between those that are created by nature or historical events, and those that are constantly evolving. - The most fundamental factors are where the destination is located, and what its basic resources in terms of physical characteristics and history are. Most significant in this regard are: - the natural, cultural and other resources of the destination. - its size, topography and type of terrain. - its location relative to major tourist source countries/regions. - its susceptibility to disruptive natural events such as tropical cyclones and earth quakes. - the key events and existing manifestations of its history. - While these resources can be said to be 'fixed', even within these the opportunities for tourism development can be influenced and increased. An example would be the introduction of low cost carriers on air routes to the destination serving to open it up for visitors with lower spending budgets than attracted prior to the change in transportation access. - Other resources and attributes for Tourism Product Development change over time e.g. a destination's cultural heritage expressed in the visual and performing arts is not the same now as a century ago though the historical development of its culture up to the present is part of its history. - Tourism products can be developed using the destination's basic resources or its living heritage. The products that can be developed are extremely varied -- ranging from channelling a resource into a relevant activity such as a walk alongside a river or involve the development of a feature or attraction such as an art gallery. - By contrast, another category of tourism product -- e.g. a thrills ride-based theme park -- has little or no basis on the natural or cultural attributes of the destination being driven instead by the developer's commercial interests. The destination government's support for such a development would be related to the economic contribution it can provide. **2. MARKET OPPORTUNITIES** - what the market opportunities are for the products it can develop, taking account of competitors and market tends and tastes; - **Market Opportunity** - The availability of a sufficient market potential that can be attracted to the destination and meet the financial and economic objectives of the developer/operator and government respectively, is a prerequisite to the development of tourism products. **Chapter 1b: Definitions, Influences and Determinants4** - **Market intelligence** is, thus, [a primary tool in determining a destination's Tourism Product Development strategy.] - **Market research** can identify the types of products that can be [developed related to the resources and attributes available in the destination, with the emphasis on those which are difficult to replicate in competing destinations]. The goal of the product planning strategy should be to achieve differentiation based on authenticity, innovation and sustainability -- thus giving the destination a product range with a lengthy life span. 3\. **FACTORS OF PRODUCTION AND INVESTMENT** - how strong are: a) the destination's factors of production (e.g. land, labour, capital, enterprise) in respect of generating and supporting tourism development, and b) its standing in attracting outside investment; - **Factors of Production and Investment Potential** - Development cannot take place unless the necessary factors of production are available in, or can be brought to, the destination. This entails: - land availability of the scale and in the appropriate locality to realise the product development and market potential without undue negative impact on the environment and community living in the vicinity; - labour availability in the form of a supply of trained personnel, or persons that can be trained, to meet the Tourism Product Development's needs; - investment capital availability for the product developments -- from domestic sources or, should the government policy be open to it, from foreign investors; - a strong system of local enterprise in the form of SMEs and larger corporations able to supply to, and operate in, the tourism sector. \- As noted, the attractiveness of a destination for foreign investment is a key determinant of tourism development strategy in the broad sense but the local availability of the necessary factors of production is most significant for the types of tourism products being considered **4. POLICIES AND SYSTEMS** - what priority and level of support the destination government allocates to the tourism sector. - **Policies and Systems** - A destination's ability to develop tourism products is to a considerable degree a function of its political system and the policies for the sector being pursued. The possibilities can vary widely between centrally planned and free market economies, as reflected in the differing role of the private sector. There are also the issues of the destination's stage of economic development, and the government's degree of endorsement for tourism in its economic development policy. Finally is the question of the stability of the destination and whether or not: - its tourism sector can operate without disruption from political change; and - it is perceived by the prospective tourist as a safe place to visit. Variations in policies and systems include: - the form of political system in the destination; - the degree of autonomy given to regional and local governments within the destination; - political and social stability; - degree of risk from internal or external conflict or terrorism; - the role of tourism in the economic development mix -- peripheral or a sector on which the destination has a high dependence; and - its stage of overall economic development **WEEK 4: FUNDAMENTALS AND PRINCIPLES OF TOURISM PRODUCT DEVELOPMENT PLANNING** **FUNDAMENTALS AND PRINCIPLES OF TOURISM PRODUCT DEVELOPMENT PLANNING** - Before looking specifically at the role, and process by which governments can assist, in Tourism Product Development, it is advisable to consider the broader picture, namely policy, planning and management of the overall tourism sector. **These have been divided into two broad groupings:** 1. **Fundamentals** e.g. aspects that need to be put into place before effective and sustainable Tourism Product Development can take place -- in other words the necessary 'hardware'. 2. **Principles and procedures e**.g. the optimal steps in developing and bringing a tourism product to fruition -- the 'software'. **There are three fundamental issues to which all destination authorities need to give the most careful and detailed consideration, namely:** 1. **Structures** -- establishing appropriate institutional arrangements for tourism. 2. I**nter-agency coordination** -- tackling the challenge of coordination both between central government departments and down the line to the regional and local administrations. 3. **Planning system** -- establishing a planning system and a full planning process that gives adequate guidance but encourages originality and stimulates investment. Tourism is unlike any other economic sector in that it involves the state, private sector and community where it takes place. Under such circumstances: - planning for tourism is vital; - a different approach to policy and planning is needed to that used for other sectors; - in order to create an economically successful and fully sustainable sector over the long term, tourism planning should be comprehensive, fully coordinated and undertaken over an extended time frame. Then there are a series of principles that underpin all sound Tourism Product Development planning and successful operation, whether stimulated by the public sector or arising from private sector or community initiative: 1. Understanding market tastes and trends -- market research; 2. Market: product 'matching'; 3. Designating tourism development areas/zones; 4. Undertaking extensive stakeholder consultation -- including with the local communities in **the areas of development -- in** an open manner and in a spirit of co-operation; 5. Pursuing flagship development opportunities; 6. Identifying opportunities for clusters, circuits and events; 7. Preparing a full product portfolio and investment plan; 8..ensuring that personnel with the appropriate tourism technical skills are in place at national, regional and local levels to carry the process of Tourism Product Development forward; and +-----------------------------------+-----------------------------------+ | **Activity** | **Purpose** | +===================================+===================================+ | Market research | Understand profile, | | | characteristics, tasks and trends | | | of markets and | | | | | | segments | +-----------------------------------+-----------------------------------+ | Market: product matching | identify products and services to | | | be developed in line with market | | | | | | requirements | +-----------------------------------+-----------------------------------+ | Tourism/product | identify areas within the overall | | | destination appropriate for | | development areas | specific types | | | | | | of product development | +-----------------------------------+-----------------------------------+ | Stakeholder consultation | Ensure the opinions and | | | aspirations of all relevant | | and collaboration | stakeholders -- local, | | | | | | national, international -- are | | | canvassed and taken due account | | | of in the | | | | | | Tourism Product Development plans | | | prepared | +-----------------------------------+-----------------------------------+ | Flagships/hubs | Identify outstanding features | | | within one or more | | | tourism/product | | | | | | development areas where major | | | products can be developed to | | | | | | constitute 'hubs' to attract | | | tourists. | +-----------------------------------+-----------------------------------+ | Clusters, circuits and events | Create the 'spokes' fed through | | | the 'hubs' by bundling together a | | | range of | | | | | | attractions and activities, | | | creating tourism routes, and | | | organizing festivals | | | | | | and events | +-----------------------------------+-----------------------------------+ | Product portfolio and | Formulate the various Tourism | | | Product Development | | investment plan | | | | opportunities into a cohesive and | | | integrated development plan, | | | | | | and prepare and disseminate a | | | product investment portfolio for | | | | | | prospective investors | +-----------------------------------+-----------------------------------+ | Human resource | Create vocational training and | | | managerial educational | | development | | | | programmes that produce the level | | | and calibre of personnel | | | | | | needed by the planned tourism | | | product developments | +-----------------------------------+-----------------------------------+ | Marketing and promotion | Feature the tourism product | | | developments in the positioning | | | of | | | | | | individual tourism development | | | areas as part of the overall | | | | | | destination branding | +-----------------------------------+-----------------------------------+ - Drawing up a marketing and promotion strategy to support the tourism product developments, and implement a programme of marketing communications **Fundamental Issues in Tourism Development and Product Planning** - Tourism Organisational and Institutions Structures The complexity of the cross-cutting nature of tourism gives rise to the problem of coordination -- discussed later in this chapter -- since tourism, by virtue of being a temporary increase in the population of the destination, has all the needs and impacts of the permanent population -- and a few additional ones. It is a question of whether tourism should be: - treated separately for government policy and planning purposes; - linked with another government ministry or department according to the destination's development priorities; or - incorporated within all the other sectoral government ministries and departments of which it is a part. - Tourism has often been undervalued in government policy, especially when not specifically included in the title of a ministry or department, leading to it being treated as an insignificant sector. When tourism is managed as a standalone ministry, challenges arise in coordinating its needs and impacts with other governmental bodies. Historically, tourism was often combined with other sectors like civil aviation, trade, culture, environment, and even public works, due to perceived synergies. Although tourism\'s status within government structures has improved over the past two decades, reflecting its economic importance, it still lacks full recognition and status in many destinations. Today, tourism is more commonly linked with sectors that involve its primary resources, such as culture and natural resources. - **National and Regional Coordination** Coordination for tourism occurs both horizontally (e.g. inter-sectoral between different government departments and agencies) and vertically (e.g. between different levels of government). It is vital at central level between the different ministries and departments with responsibility for an aspect related to tourism, as well as between central, regional/provincial and local levels. The means of putting in place a system of delegated authority and communication between central, regional and local governments to achieve effective coordination will vary from destination to destination, depending on government structure and present institutional arrangements. The need is to avoid creating unwieldy bureaucratic structures while giving stakeholders at each level -- including at local level -- and from the private sector a "voice" in plans and strategies developed for the country and the regions within it. Furthermore, this "voice" needs to be based on sound, technical knowledge of tourism, and to be representative of the divergent views about tourism development and marketing. - **Comprehensive, Integrated and Inclusive Planning** Tourism has a huge range of direct and indirect impacts -- as explained earlier since tourism takes place where other people live, it adds to the needs and impacts that the permanent population has, as well as creating the need for special facilities such as commercial lodging. Government planning, regulation etc is therefore needed. **WEEK\#5: CHAPTER 2B FUNDAMENTALS OF** **TOURISM PRODUCT DEVELOPMENT PLANNING** Principles and Procedures for Tourism Product Development Like for any product development, tourist attractions, activities, facilities and events must first and foremost be in line with the tastes and trends of the market. Destinations need to know what the market likes, what it is looking for, and how its preferences are changing and are likely to change in coming years. Demand is not static and is subject to a wide range of influences -- including marketing and promotional campaigns. **Market Research** - It is the basis on which concepts are checked and translated into reality, and then supported through marketing and promotional action programmes. Understanding the tastes and trends in demand of tourists is one of the most fundamental requirements for successful destination Tourism Product Development. Unless we understand what the visitor would like us to provide it is difficult to be sure that what we offer is acceptable and preferable to that available in other destinations. Then, once the product opportunities have been assessed and developed, a targeted marketing campaign converts the potential into demand. No destination can, therefore, establish a product development portfolio without: 1. an extensive system for the collection, analysis and interpretation of tourism statistics related to tourism in their destination e.g. through border entry/exit points, lodging establishments, registered/ licensed attractions and activities; 2. a programme of regular market research and ad hoc studies into the scale, structure, profile, characteristics and trends in major and prospective source markets and segments**.** **Figure 2.6 Market research is the starting point** UNWTO outlines the best practice guidelines for market research as follows: First, the research objectives have to be clearly stated. These could include: - to obtain an understanding of how visitors/potential visitors perceive the destination and its principal competitors e.g. overall awareness, strengths, weaknesses; - to identify the markets/segments with greatest interest in, and potential for, the destination; branding - to identify the characteristics and profile of markets/segments with the greatest potential for the destination. Having agreed on the market research objectives, the next task is to decide on the market research approach, usually involving the use of multiple methods, both desk research of published or other accessible materials, as well as primary research. **Among the different types of research required are:** 1. existing product inventory/audit; 2. tourism trends overview and analysis -- international, regional and in the destination and its competitors; 3. visitor survey -- designed to be representative by taking account of the volumes of tourist flow by season and range of destinations visited within the country; and 4. competitor analysis -- focused on the style, standard and strengths/weaknesses of products, prices, **marketing approach etc.** **Stakeholder Consultation and Collaboration** - Given the multiplicity of interested parties in tourism development, a prerequisite for successful planning is achieving a balance between the various needs and values of the entities involved and building trust between them. The process of consultation and consensus building is, thus, a crucially important element in the development of tourism and the attractions, activities and facilities that are provided for visitors. To be fully effective, such consultation needs to take place at, and between, all levels of the administration, with the private sector and local communities where tourism takes place. - Consultation with local residents through their community leaders, faith organisations and community groups enables the planner to get a good feel of the types and scale of tourism development that is likely to be sustainable within a destination. The consultation needs to be genuine and thorough, since the spirit of a community and its attitude towards visitors is a key component of the tourist experience and of sustainable tourism. - While public consultation is a standard tourism planning mechanism to deal with controversial issues, the means utilised (e.g. public meetings, resident surveys) often serve merely to identify the problems rather than resolve them. In many cases the focus has been on the technique rather than the process, and the process has been interest based rather than values-based. For effective consultation, four principles are identified by Smith (1984) and quoted by Hall (2000): 1. **Real and regular consultation** -- starting early in the planning process and inclusive of all stakeholders. 2. Development of a common information base. 3. Action plans which involve multiple stakeholders -- designed to encourage ongoing dialogue serving to encourage further co-operation and anticipate difficulties. 4. The use of a variety of effective mechanisms including mediation and zoning. - To convince local interests that their voice is being heard it is important that tourism planning, and public participation as a component of it, addresses values and peoples' perception of the "truth", and not overly focus on the short-term interest management as expressed in "facts" as seen from the tourism planner's viewpoint. - Public consultation can take many forms -- surveys, public meetings, group discussions with local interests, media features and feedback. **Market: Product Matching** - No consideration of marketing strategy or development of a marketing plan can proceed without detailed understanding of the products available since it will be these products for which demand is sought through the campaign undertaken. Products and markets are mirror images of each other. In this regard, the starting point in product development planning typically involves the preparation of a comprehensive assessment of the destination's overall political, economic, sociocultural and technological -- **PEST** -- situation, and an audit/inventory of tourism resources and assets -- natural, cultural and historical -- and existing products. Combined with a **SWO**T analysis this enables a comprehensive analysis and understanding of the present situation to be developed. - The destination needs to have the right products to support the brand image development that the NTO identifies as important to gain competitive advantage in the marketplace. This demonstrates the vital interrelationship between product and market. Marketing needs the right products; and the products have to be designed to the market's tastes and trends. - There are a number of factors that can lead to the fragmentation of the destination'stourism product presentation and can therefore be a major contributory element in the absence of sufficient critical mass of tourism products to attract significant inflows of visitors. **The primary such factors are:** - the lack of a clear tourism development and marketing strategy based on a prioritised list of products assessed in respect of their market (and market segment) potential, and - the lack of coordination of marketing and promotional efforts of the NTA, tourism associations and institutions, local authorities and private sector operators of visitors. The situation can be further exacerbated by: - inadequate levels of marketing and promotional support from the State agencies responsible for the tourism sector; - weak coordination of existing marketing efforts between the public and private sectors leading to fragmentation of the destination's tourism product presentation; - limited technical tourism knowledge in the public administration -- both at State and district levels; and - the lack of effective coordination of the tourism private sector. - Without product development support input from the centre, the role of the regions and local administrations in promotion and visitor information undermines an integrated approach to tourism development. In addition the absence of a national Tourism Product - Development plan will result in an uncoordinated series of non-tourism market-related developments. - To invest substantive financial resources in promoting a wide spread of destinations cannot be justified when these areas are: - not individually significant as tourist destinations; - difficult to find/travel to; and - isolated from other possible attractions, in that they do not form part of established and promoted destination packages, clusters or circuits. Product development to create substantive destination products to achieve the necessary critical mass to attract private sector investment must be seen as a priority for the development of tourism in such destinations. **Tourism and Product Development Areas (TDA/NDAs)** - The establishment of a tourism development strategy related to an expanded range of tourism products can best be achieved through the designation of a system of tourism development areas (TDAs) based on separate and distinctive character zones. This approach, which was designed and implemented by Tourism Development International in South Carolina, United States of America, has the benefit that it gives the destination authority and the ability to influence -- even control -- both the location and type of tourism development that takes place. **An example of a three tier system could be as follows**: - TDA 1 open to all forms of tourism development; - TDA 2 open for certain types of development limited by type and scale; - TDA 3 maintained free of new tourism development other than small scale by local communities. **Flagship and Hub Development** - A central component of a destination's differentiation is a flagship tourism attraction. Flagship tourism products are those with such strong market appeal that they determine the travel decision and choice of destination. Their role is therefore vital to destinations. Once a destination has a flagship attraction, all elements of the tourism sector can benefit. Extra demand is generated for the accommodation sector as flagship product visits typically involve an overnight stay in the destination. Other destination attractions and facilities also benefit through increased patronage and custom. The economic benefits to a destination from a flagship tourism development can, thus, be extensive. **Flagship tourism products can take one, or a combination of, three forms:** 1. Major development. This can typically be a historic/cultural edifice that acts as an icon for a country (e.g. the Pyramids of Egypt, India's Taj Mahal) or a purpose-built visitor attraction for an individual destination, such as the Eiffel Tower in Paris, the London Eye or Dublin's Guinness Storehouse. 2. Cluster of individual products. A tourism flagship can take the form of complementary tourist attractions that have the potential to develop and contribute to the implementation of a coherent marketing strategy. Depending on the location of the destination, its stage on the TALC, **the size of its domestic population and the range and type of existing attractions, criteria for a flagship cluster can be set specifying:** - the minimum number of attractions it should comprise; - its role as a gateway, or hub, to a tourism development area; - its ability to draw on adequate commercial lodging in the area; and the minimum total investment required. - The concept of a flagship cluster is valid though in practice there tends to be a single major attraction as the flagship and several mid-to-small attractions and activities comprising the cluster supporting, and benefitting from, the major flagship. **3. Keynote event** - The organisation and operation of regular or one-off major sporting, arts/culture or trade events (e.g. Olympic Games , Soccer World Cup, Expo) can serve to establish a destination's reputation as an important tourism destination. More effective, however, are events held on a recurring basis (e.g. music and dance street events such as Rio de Janeiro'**s** Carnival and New Orleans Mardi Gras, and the Edinburgh Festival **(arts)).** **Cluster, Circuits and Events** - **Cluster Development** **Cluster development can be**: 1. linked to a flagship on the 'hub and spoke' principle; 2. a grouping of attractions and activities in a geographic area that is on a readily accessible route NB if not linked to a flagship, the number of features needs to be greater; 3. a grouping of attractions and activities that are linked through a common theme or interest e.g. traditional rural lifestyle, cycling/horse riding/hiking trails. Product clusters are typically delivered, and promoted, as circuits, or trails. Most clusters and trails would not occur without some form of public sector initiative - to group the multiple stakeholders, getting them to work and cooperate with each other; and, in some instances; - to support the development of the cluster through direct intervention -- then route facilities and amenities that travelers along the prescribed might need. - **Circuits, Roads and Trails** Circuit or trail development as a tourist attraction is not simply putting together a route based on the location of various features. There has to be a central linking theme or interest, and the route should provide distinct attractions and activities along it, with a range of facilities at key places along it. It is the integrated development based on a specific theme that makes the route attractive. - **Events and Festivals** **The organisation of events and festivals can meet a number of destination tourism sector objectives:** 1. offset seasonal imbalances by holding events in the shoulder and off seasons e.g. Halloween Festival at the end of October 2..improving international perception and image of the country -- the example of St. Patrick's Festival, and 3. attracting visitor segments to whom the destination's other attractions do not appeal - Human Resource Development The ability of any destination to plan, implement and operate tourism attractions and activities is totally dependent on the supply of appropriately educated and trained personnel at all levels of government and among the private sectors. Central government tourism officials need to understand the working of, and trends in, the international tourism system; while satisfying the needs and wishes of tourists in the market segments being targeted is the paramount requirement for those charged with the implementation and operation of tourism products. A cadre of tourism specialists needs to be established with their knowledge base kept upto-date. This will involve graduate and post graduate study focused on tourism developments and new trends. It will require management and supervisory courses in the country, as well as a full range of vocational training programmes for tourism skills. **Product Development and Marketing** - In an activity like tourism where the customer is **"remote"** from the place he/she is considering to visit, or from the tourism products and service available, marketing and promotion is a central component of tourism. Two of the adages of tourism marketing arising from this situation are that: "you cannot test drive a holiday" and "in tourism, the perception is the reality". As noted earlier, it is a fundamental principle that the products developed should reflect the market's tastes and trends. It follows then that Tourism Product Development is only half of the task of developing a successful tourism destination. Once developed, the products have to be brought to the attention of the market and presented in a way that stimulates interest, desire and action to purchase. It would be wrong, therefore, not to stress the importance of marketing and promotion as a key component of successful Tourism Product Development. - Given the physical and mental distance between the destination and the prospective tourist, it is also clear that someone who has been to the destination becomes an active part of promotional activities for that destination through word-of-mouth based on actual experience. With the universal usage of the internet and social networking sites, the spread of communication by visitors to a destination is becoming ever wider and more immediate. In consequence, the importance of delivering visitor satisfaction is intensifying.