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| Preface | |
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| Acknowledgements | |
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| Foreword | |
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| The Evolving Nature of Competition and Sustainability | |
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| Destination Competitiveness: Its Nature and Its Evolution | |
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| Components of the Competitive Universe | |
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| The Dimensions of Tourism Competitiveness | |
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| Economic competitiveness | |
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| Political competitiveness | |
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| The renaissance of the city-state | |
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| Sociocultural competitiveness | |
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| Technological competitiveness | |
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| Environmental competitiveness | |
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| Some General Observations on how the Competitive Environment is Evolving | |
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| Evolution of the travel experience demanded | |
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| Demographics are redefining the foundations of competitiveness | |
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| Crisis and renewal are being forced upon destinations as a strategy for competitiveness | |
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| Conceptual and Theoretical Perspectives | |
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| The Competitive Destination | |
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| Competitiveness: Theoretical and Managerial Dimensions | |
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| What is this thing called competitiveness? | |
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| A framework for understanding competition | |
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| Competitiveness in the service sector | |
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| The Nature of Comparative and Competitive Advantage in Tourism | |
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| Understanding the travel trade | |
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| Comparative advantage | |
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| Competitive advantage | |
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| Destination competitiveness | |
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| Linking Destination Competitiveness to Performance | |
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| Tourism markets | |
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| Target market strategy | |
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| Destination performance | |
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| Summarizing the steps to destination success | |
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| The Philosophy of Sustainable Competitiveness for Tourism Destination Development | |
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| Charting the Destination's Sustainable Course: Crafting a Vision and Establishing Goals | |
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| Tourism planning in the context of overall social and economic development | |
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| Allocating resources: tourism's share | |
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| The Sustainable Destination | |
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| The Birth and Evolution of Sustainable Tourism | |
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| Sustainable Tourism: a Comprehensive Examination | |
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| The Parallel Emergence of Ecotourism | |
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| The World Tourism Organization and Ecotourism | |
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| Some concluding observations | |
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| Managing Tourism from a Sustainability Perspective | |
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| Ecological sustainability | |
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| Economic sustainability | |
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| Sociocultural sustainability | |
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| Political sustainability | |
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| Achieving Sustainable Tourism | |
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| Creating and Managing a Sustainable Ecotourism Destination | |
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| Conclusion | |
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| A Model of Destination Competitiveness | |
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| The Origins of a Conceptual Model | |
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| An Overview of the Model | |
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| The global (macro)environment | |
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| The competitive (micro)environment | |
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| Core resources and attractors | |
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| Supporting factors and resources | |
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| Destination policy, planning and development | |
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| Destination management | |
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| Qualifying and amplifying determinants | |
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| The Macroenvironment: Global Forces Shaping World Tourism | |
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| Global Forces: an Onionskin Taxonomy | |
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| The outer layer | |
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| The intermediate layer | |
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| The inner layer | |
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| The Interdependence of Global Forces | |
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| Analysing and Understanding Global Forces | |
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| Global forces and tourism demand | |
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| Global forces and tourism supply | |
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| Assessing the impact of global forces on destination performance | |
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| Global forces and destination policy | |
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| Global forces and destination management | |
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| Global forces and destination organization | |
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| The Competitive (Micro)environment: the Destination and the Tourism System | |
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| Suppliers | |
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| Tourism and Hospitality Enterprises | |
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| Marketing Intermediaries and Facilitators: the Industry's Lubricants | |
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| Customers: the Ultimate Driving Force | |
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| Related and Supporting Industries | |
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| Destination Management Organizations | |
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| Publics: Stakeholders and Watchdogs | |
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| The Destination: Internal Environment and Modus Operandi | |
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| Other Competing Destinations | |
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| The Tourism System: Integrative Impacts | |
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| Core Resources and Attractors: the Essence of Destination Appeal | |
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| Destination Physiography and Climate: the Natural Edge | |
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| Destination Culture: the Lure of Human Distinctiveness | |
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| The elements of culture | |
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| What is culture? | |
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| Major dimensions of cultural attractiveness | |
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| Forms of culture | |
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| Culture and consumption | |
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| Activities: the Nike 'Just Do It' Mentality of Travellers | |
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| Special Events: In Search of the Stroke of Genius That Creates Destination Uniqueness Through Local Insight and Entrepreneurship | |
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| Entertainment--the Show Must Go On! | |
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| Developing and managing entertainment tourism | |
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| Tourism Superstructure: 'If You Build it, They Will Come!' | |
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| Market Ties: the Ties That Bind | |
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| Personal ties | |
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| Organizational and professional ties | |
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| Supporting Factors and Resources: Elements that Enhance Destination Appeal | |
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| Infrastructure: Providing a Foundation for Successful Tourism | |
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| Accessibility: Addressing the Curse or Blessing of Location | |
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| Facilitating Resources: Human, Knowledge and Financial Capital | |
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| Hospitality: Resident Attitudes Towards Tourists and Tourism | |
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| Enterprise: the Generation of Human Energy | |
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| Political Will: Is Tourism Part of the Political Landscape? | |
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| Destination Policy, Planning and Development | |
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| The Nature of Tourism Policy, Planning and Development | |
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| Distinguishing between destination policy planning and development and destination management | |
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| Tourism Policy: a Definition | |
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| Why is tourism policy important? | |
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| Areas addressed by tourism policy | |
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| The many other influences on tourism policy | |
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| The multidisciplinary nature of tourism and tourism policy | |
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| Defining the Focus of Tourism Policy: the Competitive/Sustainable Destination System | |
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| Types and levels of tourism destinations | |
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| The major parameters of tourism policy and tourism destination management: competitiveness and sustainability | |
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| Tourism Policy: Context, Structure, Content and Process | |
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| The context of tourism policy | |
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| The components of tourism policy | |
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| Crafting Versus Formulating a Vision | |
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| A pragmatic vision | |
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| A more idealistic vision | |
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| Destination Positioning/Branding | |
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| Destination Development | |
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| Competitive/Collaborative Analysis | |
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| Monitoring and evaluation | |
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| Destination audit | |
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| Relating Policy to Strategy and the Development Process | |
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| Supply development strategies | |
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| Demand development (marketing) strategies | |
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| Summary | |
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| Destination Management: the Key to Maintaining a Sustainable Competitive Advantage | |
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| The Process of Destination Management | |
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| Organization | |
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| Level of the destination management organization | |
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| Internal programmes | |
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| External programmes | |
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| Marketing (Promotion?) | |
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| Identification of strategic markets for the destination | |
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| Measuring destination awareness and image | |
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| Monitoring destination awareness and image | |
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| Destination branding | |
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| The branding of experience | |
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| Distinguishing among elements of the destination experience for branding purposes | |
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| Measures of brand effectiveness | |
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| Assessing destination brand effectiveness | |
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| Achieving success in branding | |
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| Destination positioning | |
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| Market segmentation | |
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| Developing logos, themes and advertising support | |
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| Managing the Quality of Visitor Service and the Visitor Experience | |
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| Structure of the service experience | |
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| Management implications of adapting a quality-of-experience framework | |
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| Managing Information/Research (I/R) | |
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| Managing inward I/R flows | |
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| Managing outward I/R flows | |
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| Human Resource Development | |
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| Finance and Venture Capital Management | |
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| Visitor Services and Visitor Management | |
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| Services and the experience economy | |
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| Systems for visitor management | |
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| Stewardship: Taking Care of the Tourism Resource Base | |
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| Must stewardship be formalized? | |
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| Crisis Management: the Emergency Side of Stewardship | |
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| Types of risk/crisis | |
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| Mechanisms to deal with crises | |
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| Organizational systems | |
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| Destination stakeholders | |
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| Crisis management scenarios | |
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| Summary | |
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| Some final observations on crisis management | |
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| Qualifying and Amplifying Determinants: Parameters that Define Destination Potential | |
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| Destination Location: Blessing or Curse? | |
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| Destination Safety: Security or Threat? | |
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| Destination Cost Levels: Reality or Perception? | |
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| Destination Interdependencies: Synergy or Substitute? | |
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| Destination Image: Perceptions of People and Place | |
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| Carrying Capacity: Hard and Soft Constraints to Growth | |
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| The Destination Audit: Putting the Model to Work | |
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| The Philosophy of the Audit Concept | |
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| The Nature of a Destination Audit | |
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| Preparing for a Destination Audit | |
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| Implementing the Audit | |
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| Destination Diagnostics | |
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| Index | |