1.Definitional phase
The definitional phase of tourism policy formulation is concerned with the development of explicit statements that de ne the content and direction of the overall tourism system in question. These statements deal with four different topics. The definition of the destination tourism system represents the critical first step in the process of policy formulation.
This provides one model that might be useful as the basic framework for defining a tourism system. It views the tourism system as being constructed of two major components, namely, the operating sectors and the planning/catalyst organizations. These, in turn, contain various subcomponents that form the basis for identifying and classifying the individual organizations and actors (the stakeholders) that make up a given tourism system. It is essential that each region develop such a model that is generally accepted by the policy makers concerned. Once agreed to, this model should become a constant frame of reference for discussion and decision making.
The remaining three components of the definitional phase involve the explication of a tourism philosophy, the formulation of a destination vision, and the determination of tourism objectives and constraints for the destination. Previous discussion has described the content of these policy components.
2.Analytical phase
The analytical phase of tourism policy development, while perhaps less stressful than the previous one from a managerial standpoint, involves considerably greater amounts of effort. The denitional phase requires fundamental, value-based decisions concerning the nature and direction of tourism development in a region. The analytical phase accepts these decisions as a given and proceeds to carry out the extensive collection and assessment of information needed to identify and assess the desirability of alternative means of attaining the destination vision and to achieve the goals dened by the vision.
The overall process of analysis is best viewed as being composed of two major subprocesses:
(1) an internal or supply-oriented analysis, and
(2) an external or demand-oriented analysis.
The internal/supply analysis consists of a thorough review and analysis (frequently termed an audit) of two major elements.
The first element relates to existing policies and programs for the development of the various components of tourism supply. These policies/programs must be critically reviewed to determine the extent to which they are both consistent with and effective in developing the type of tourism facilities and services that are likely to achieve the goals of the region, given the nature of demand facing that region. As can be quickly seen, this statement implies a direct interaction between the supply analysis and the demand analysis. In effect, the analytical phase involves parallel, iterative forms of analysis that must constantly be related one to the other.
A second element of the supply analysis is termed a resource audit. A resource audit is a comprehensive cataloguing of the quantity and distribution of tourism facilities and services within the tourism system. Such information is basic to an understanding of the current state of affairs of supply development. Second, the resource audit should provide some assessment of the quality of existing facilities and services. Again, the execution of the audit to assess the adequacy of the quantity, distribution, and quality of supply can only be meaningful if it is eventually related to the analysis of demand. There are no absolute measures of desirability in terms of supply; only those that relate to a given demand at a given point in time for a given market segment are relevant.
The third form of internal analysis is a strategic impact analysis. This analysis seeks to provide policy makers with well-defined benchmarks as to the extent to which tourism is currently impacting the destination in economic, ecological, social, and cultural terms. Economic benchmarks have traditionally been the most requested forms of impact analysis because both managers and politicians seek to measure and understand both the level of tourism receipts and the incomes and employment they create.
The external/demand analysis is composed of three distinct types of analytical activity. The first involves macro level analysis of data that describes and defines the overall nature and structure of current tourism demand as well as those markets having a potential for future demand. This form of analysis relies heavily on aggregate statistics measuring the flows of tourists and travel-related expenditures within a region; it must not, however, limit itself to such historical data. In addition, macro level analysis must be future-oriented and attempt to constantly monitor the environment in order to identify shifts or trends in social, political, or technological factors that might significantly affect the region resource audits success in its field of tourism.
The second type of external/demand analysis is termed micro level analysis. Here, rather than focusing on aggregate trends in tourism demand, attention is directed toward gaining an under- standing of the motivations and behavior of the different segments of the total tourism market. The purpose of gaining this understanding is to provide those responsible for supply development with the information needed to design facilities and services that will appeal most to each of the various demand segments. In addition, such data facilitates the task of those responsible for the promotion of existing facilities and services.
The final component of external/demand analysis involves a review and evaluation of competitive and supportive tourism development and promotion policies and programs. Competitive analysis is a common form of managerial investigation. In this case, it is designed to produce a clear picture concerning the identity, strength, and strategies of those tourism destinations most likely to be appealing to the same segments of demand as those of interest to the tourism region in question. Such information is essential if a region is to effectively counter the efforts of such competitors from the standpoint of both supply development and demand modification.
3.Operational phase
Once the various types of analysis have been carried out, policy makers must move to develop specific strategies and action plans that can be implemented. As shown in Figure 15.7, this operational phase is envisaged to contain three conceptually different types of activity; in reality, these different activities are executed almost simultaneously.
The identification of strategic conclusions flows directly out of the analytical phase, and its goal is to synthesize the large amounts of information obtained into a limited number of major conclusions. In addition to specifying the major findings from each type of internal and external analysis, this process also must attempt to provide conclusions that assess the impact of the trade-offs that inevitably are made when attempting to match supply and demand.
The strategic conclusions themselves may be viewed as reasonably factual information; that is, they are the result of a logical process of analysis that would give rise to generally similar findings irrespective of the investigator. In contrast, the drawing of '' implications of the conclusions for supply- and-demand development strategies involves a high degree of judgment on the part of the individuals involved. The goal of this process is to attempt to assess the significance of each conclusion for tourism in the region. Although the actual conclusions may be clear, the implications of these facts for the kind of policies and programs needed to deal with them involves a considerable level of interpretive skills derived from both experience and a creative mind.
The subsequent stage of the policy formulation process is the identification of specific ''policy/ program recommendations for supply/demand development.'' For our purposes, this rather complex activity has been oversimplified; in reality, a range of policy options would normally be developed in an attempt to respond to alternative implications or alternative scenarios. Some judgment would then be exercised as to which implications or scenarios are most likely to occur. Policy/program recommendations most appropriate to the most likely scenario events would probably, although not necessarily, be adopted.
4.Implementation phase
Finally, for a destination tourism policy to truly succeed, it is essential to include an implementation strategy. At a minimum, such a strategy must:
(1) Identify the individual groups or organizations that will assume responsibility for each major dimension of the policy realization,
(2) Establish initial estimates of the financial requirements,
(3) Provide preliminary timelines for the launching of all major facilities, events, and programs that support the destination vision.
The specifics of implementation are the object of tourism planning.
Titany answered the question on December 10, 2021 at 06:27