Antonio Santos del Valle
Strategic Tourism and Strategic Tourism Strategy
Embedded Files
Other articles by the author: Shopping tourism as an asset in the tourist offer of destinations; Climate Change and its Impact on Tourism; Tourism, crafts and cultural identity ; Community-based tourism and some new management models; Approach to wellness and health tourism; Luxury Tourism Trends. An Observer's Perspective; Global shopping tourism outlook (2024-2031); The Archaeological Site of Gadir as a tourist resource in the city of Cadiz; Artificial Intelligence in the transformation of the Fashion Industry; The Paris Olympics, tourism and a country's image; Tourism in Spain: an economic and social engine with emerging challenges; Magical Towns: history, characteristics and opportunities for Tourism Development; Strategic Tourism and Strategic Tourism Strategy; The Polite fashion brand as an example of shopping tourism: the influence of Ibagué (Colombia) on international fashion; Chocoshow 2024: a tribute to Colombian cocoa and the tireless work of FEDECACAO; The transformation of shopping centres: evolution, strategies and consumer behaviour
Antonio Santos del Valle
Strategic Tourism and Strategic Tourism Strategy
In the current global context, tourism is not only one of the main sources of economic income for many countries, but also a driver of social, cultural and environmental development.
This dynamic sector contributes to employment generation, cultural exchange and heritage preservation. At the same time, it faces growing challenges related to sustainability, resource management and competition between destinations. These challenges require a well-planned approach and clear long-term objectives that can ensure not only economic, but also social and environmental benefits.
In this framework, the difference between strategic tourism and tourism strategy becomes relevant.
Strategic tourism can be understood as a large board in which different actors converge and collaborate to promote tourism development in a comprehensive and sustainable manner. On this board, each participant plays a fundamental role in the creation of an ecosystem that not only attracts visitors, but also improves the quality of life of local communities. Governments, tourism companies, non-governmental organizations, community leaders, and actors from the cultural and environmental sectors all interact in this space, contributing resources, knowledge and perspectives.
This collaboration makes it possible to address complex challenges, such as environmental sustainability, resource management and cultural conservation, in a coordinated and effective manner. Strategic tourism thus seeks to ensure that benefits are distributed equitably, promoting inclusive and responsible growth. This collaborative vision makes tourism a powerful tool for the economic, social and cultural development of destinations, while respecting their unique identity.
While strategic tourism focuses on a comprehensive long-term development vision that seeks to involve all stakeholders and different sectors to foster sustainable growth, tourism strategy focuses on the implementation of concrete plans and tactics to achieve specific objectives in a given period.
Both concepts are fundamental to understanding how destinations can evolve and adapt to market demands without compromising their sustainability and quality of life. Tourism strategies must be constantly under review to adapt to changing traveler trends and market conditions, without losing sight of the destination's broader strategic objectives.
Understanding these differences is important not only for those responsible for tourism planning and development, but also for industry stakeholders and society at large, who are involved in the creation and consumption of tourism experiences. A clear vision of both approaches allows for the formulation of more effective policies and strategies, ensuring that tourism can continue to be a pillar of sustainable development in the future.
In any case, the integration of both approaches is recommended, since the combination of strategic tourism and effective tourism strategies is key to the sustainable development of destinations. Both approaches are and should be complementary, since while one defines the long-term vision, the other allows the achievement of specific and visible objectives that contribute to that vision.
Tourism managers, together with tourism-related sectors such as culture, the economy, the environment and local communities, have a responsibility to promote policies that combine a long-term vision with market strategies aimed at sustainable growth. Tourism planning should not be limited solely to maximizing revenues or increasing visitor numbers, but should also integrate objectives that strengthen the social fabric, fostering cohesion, inclusion and the well-being of local communities.
The social impact of tourism is significant: proper management can boost employment, support the development of microenterprises and promote the identity and cultural heritage of destinations, while a purely market-based approach can erode the population's sense of belonging and, in extreme cases, lead to displacement or social conflict. Tourism managers must therefore work in collaboration with community leaders, non-governmental organizations and the private sector to develop programs and policies that improve the quality of life of the inhabitants, providing training and education in tourism skills, promoting respect for local customs and ensuring that the economic benefits of tourism are distributed equitably.
By adopting this holistic approach, a solid foundation can be built for tourism development that is inclusive, fair and sustainable, ensuring that tourism growth also translates into strengthened social ties and increased opportunities for people living in host areas.
Fundamental Differences between Strategic Tourism and Tourism Strategy
Definition of concepts
Strategic Tourism: term refers to a macro approach, focused on the long-term vision of tourism as a tool for social, cultural and economic development. It is a holistic approach that involves multiple sectors, such as education, culture and economy.
Tourism Strategy: defines tourism strategy as the set of concrete plans and actions to position a destination or sector within tourism. It includes specific aspects, such as marketing campaigns, investment attraction and infrastructure improvements, with the aim of achieving short and medium-term goals.
2. Different objectives and approaches
Strategic Tourism Objective: its main goal is to build a comprehensive and sustainable vision of tourism that benefits all stakeholders and ensures inclusive growth and resource conservation.
Tourism Strategy Objective: focuses on specific market goals, such as attracting a certain type of tourist or increasing length of stay. The tourism strategy is aligned with specific objectives that contribute to the fulfillment of a destination's strategic vision.
3. Time horizon
Long-term StrategicTourism: this is an approach that looks to the future, with long-term goals (10-20 years) and action planning to ensure the sustainability and competitiveness of the destination, and with sufficient agility to allow the strategy to adapt to a changing and dynamic reality.
Short- and medium-term tourism strategy: designed to obtain results in a more immediate period (1 to 5 years). It tends to focus on specific tactics that allow for a rapid impact on the destination.
4. Scope and areas of influence
Strategic Tourism: integrates development policies in multiple sectors, such as education, economy and culture. Its decisions have a broad impact on the local community, the economy and the natural environment, and seek national and international benefit.
Tourism Strategy: its scope is more specific and oriented towards the development and promotion of certain attractions or services. Although it can have a significant impact, it tends to be limited to certain areas, such as marketing or infrastructure.
Roles and responsibilities
Strategic Tourism
Agents of change: involves public policy makers, local and national governments, as well as international institutions. This approach requires cooperation between the public and private sectors, as well as civil society and environmental organizations.
Decision-making: it is based on extensive data and analysis that considers social, environmental and economic impacts. Decisions are made with a broad perspective and are usually evaluated periodically to adapt to global changes.
2. Tourism Strategy
Executors of actions: generally, tourism and marketing agencies, local operators and private companies are the ones who implement the strategy. This level of planning depends on market analysis, current trends and tourist preferences.
Rapid adaptation: Tourism strategy needs flexibility to adjust tactics according to market conditions. Strategy-makers tend to modify their plans more frequently to maximize profitability and enhance the tourism experience.
Analysis tools and methodologies
1. In Strategic Tourism
Long-term planning tools: environmental impact studies, sustainability analysis and Big Data tools to assess the carrying capacity of the destination.
Key indicators: local community satisfaction, environmental impact, sustainable economic growth, and resilience of the destination to crises or market changes.
2. In the Tourism Strategy
Market analysis: tourism demand studies, competitive analysis, and consumer behavior studies.
Measurement of short-term results: occupancy rates, revenues generated by tourism, ROI (return on investment) of marketing campaigns, and tourist satisfaction.
Benefits and challenges
Benefits of Strategic Tourism
Sustainability: promotes practices that protect resources in the long term.
Inclusive growth: involves the local community and encourages their participation in tourism development.
Resilience: destinations with a strategic vision are better prepared to face crises.
Benefits of the Tourism Strategy
Tangible results: facilitates the achievement of immediate and visible objectives, such as an increase in visitors or revenues.
Flexibility and adaptation: allows destinations to adapt quickly to changes in the market.
Market positioning: a well-defined tourism strategy helps position the destination in a specific niche.
3. Challenges
Strategic Tourism: the main challenge is the need to commit resources and coordination over the long term. The implementation of structural changes may face resistance or budgetary difficulties.
Tourism Strategy: faces the risk of becoming obsolete if not regularly updated according to market trends. There is also the risk of falling into “tourism overcrowding” if resources are not properly managed.
In today's global environment, tourism is fundamental to social, cultural, economic and environmental development. The distinction between Strategic Tourism and Tourism Strategy is key for destinations to achieve sustainable growth. Tourism managers need a clear vision of both concepts in order to implement approaches that not only respond to market demands, but also promote long-term development, social inclusion and environmental sustainability.
Strategic Tourism, by focusing on a holistic vision, enables the establishment of policies and actions that benefit all stakeholders and ensure inclusive growth. In parallel, the Tourism Strategy provides immediate and concrete tactics to attract visitors and position the destination in the market.
Complementarity allows destinations to be resilient and sustainable, ensuring equitable benefits, economic growth and the preservation of local and natural heritage for future generations.
The authors are responsible for the choice and presentation of the facts contained in this document and for the opinions expressed therein, which are not necessarily those of Tourism and Society Think Tank and do not commit the Organization, and should not be attributed to TSTT or its members.
This site uses cookies from Google to deliver its services and to analyze traffic. Information about your use of this site is shared with Google. By using this site, you agree to its use of cookies.
Report abuse